bluuebunny/crossref_metadata_2025_split huggingface dataset:
Infraclavicular brachial plexus injury following axillary regional block
Authors: Tsao Bryan E. , Wilbourn Asa J. 
Published: May 2004

AbstractInfraclavicular brachial plexopathy is a potential complication of axillary regional block. We retrospectively reviewed 13 such injuries and found the median nerve most often affected, followed by combined median and ulnar neuropathies, and then by various combinations involving the median, ulnar, radial, and musculocutaneous nerves. All were axon‐loss in type and most were severe in degree electrophysiologically. The clinical and electrodiagnostic features of these injuries are strikingly similar to those sustained after axillary arteriography, which has been associated with the medial brachial fascial compartment (MBFC) syndrome. This syndrome is characterized by the evolution of neurologic deficits and pain following hematoma formation within a compartment of the upper arm. Thus, we believe that this mechanism underlies most nerve injuries that result from axillary angiography or axillary regional block. This has important treatment implications, as timely surgical intervention may lead to improved outcome. Muscle Nerve 30: 44–48, 2004
A Better Method for Analyzing the Costs and Benefits of Fundraising at Universities
Authors: Rooney Patrick Michael 
Published: May 2004

AbstractThis article develops a new methodology for a more comprehensive and useful analysis of the costs and benefits of fundraising, as well as the total costs and net benefits associated with development efforts in general. This approach does a better job of linking the timing of return of fundraising efforts and measuring the actual return on investments in fundraising (as opposed to the reported return) than the widely used guidelines from the Council for Advancement and Support of Education and the National Association of College and University Business Officers (CASE/NACUBO) (1990). The implications are a better methodology for practitioners that they can use to enhance internal decision making and a better methodology for boards to use in evaluating performance and accountability. Recently, other large, public universities have begun using several of these concepts in the assessment of their development offices (Rooney, 1998).
The Suitability and Application of Scenario Planning for National Professional Associations
Authors: Kloss Linda L. 
Published: May 2004

AbstractThis article explores the suitability of scenario development as a strategic planning tool for national professional associations. It examines strategic planning by nonprofits and how scenarios fit into the planning process. Scenario planning is shown to be a promising technique for anticipating the impact of technology and other environmental changes on professional practice. The experience of the American Health Information Management Association shows that scenarios are a useful way to communicate and gain member acceptance of the need for personal and professional change.
Has the Time Come to Reevaluate Evaluation? or, Who Will Be Accountable for Accountability?
Authors: Lohmann Roger A. 
Published: May 2004

AbstractEvaluation with Power: A New Approach to Organizational
Effectiveness, Empowerment, and Excellence, by Sandra Trice
Gray and Associates. San Francisco: Jossey‐Bass, 1998. 178
pp., $28.95 cloth (vinyl).
Measuring the Performance of Human Services Programs, by
Lawrence L. Martin and Peter M. Kettner. Thousand Oaks,
Calif.: Sage, 1996. 138 pp., $44.50 cloth, $21.95 paper.
Miles to Go: A Personal History of Social Policy, by Daniel
Patrick Moynihan. Cambridge, Mass.: Harvard University
Press, 1996. 256 pp., $22.95 cloth, $14.95 paper.
Outcomes Measurement in the Human Services: Cross‐Cutting
Issues and Methods, edited by Edward J. Mullen and Jennifer
L. Magnabosco. Washington, D.C.: National Association of
Social Workers, 1997. 337 pp., $29.55 for members of the
National Association of Social Workers, $36.95 for nonmembers,
paper.
The Best of Intentions: The Triumphs and Failures of the Great
Society Under Kennedy, Johnson, and Nixon, by Irwin Unger.
New York: Doubleday, 1996. Out of print.
Merger as a Strategic Response to Government Contracting Pressures
Authors: Golensky Martha , DeRuiter Gerald L. 
Published: May 2004

AbstractThis article describes the planning, decision‐making, implementation, and evaluation phases of a recent, successful merger of five small social service agencies in Grand Rapids, Michigan. The merger was undertaken as a conscious strategy to enable the newly formed Arbor Circle Corporation to cope more effectively with environmental uncertainty, especially in regard to government contracting. The successes and the struggles encountered in the merger are instructive for other nonprofits that may be contemplating this kind of organizational restructuring as well as those interested in the impact of contracting on the government‐nonprofit relationship.
How Should an International NGO Allocate Growth?
Authors: McPeak Mark 
Published: May 2004

AbstractPLAN International (PLAN) developed a methodology to ensure that its robust growth in the late 1980s and early 1990s was directed in a manner that was explicitly consistent with organizational strategy. This methodology enabled it to target its growth toward countries where child‐related need was greater and in which its program approach was likely to have most impact. Managers of international nongovernmental organizations should find PLAN's experience relevant as they strive to strike a balance between organizational expansion, with its pressures and distractions, and the crucial need to maintain institutional focus.
Defining the Nonprofit Sector Cross‐Nationally
Authors: Hodgkinson Virginia A. 
Published: May 2004

AbstractDefining the Nonprofit Sector: A Cross‐National Analysis, by
Lester M. Salamon and Helmut K. Anheier. Manchester:
Manchester University Press, 1997. 526 pp., $29.95 paperback.
The Nonprofit Sector in France, by Edith Archambault. Manchester:
Manchester University Press, 1997. 324 pp., $27.95
paperback.
The Nonprofit Sector in Italy, edited by Gian Paolo Barbetta.
Manchester: Manchester University Press, 1997. 309 pp.,
$59.95.
The Nonprofit Sector in Sweden, by Tommy Lundstrom and
Filip Wijkstrom. Manchester: Manchester University Press,
1997. 345 pp., $69.95.
The Nonprofit Sector and Gender Discrimination
Authors: Gibelman Margaret 
Published: May 2004

Abstract This article reports the results of an exploratory study of a cross section of nonprofit human service organizations that examined whether and to what extent a glass ceiling exists for women in this sector. The findings substantiate the existence of the glass ceiling phenomenon among the agencies studied. Men are disproportionately represented in management, particularly upper‐level management, and they earn higher salaries than women at all hierarchical levels of the organization.
Adaptive Strategies of Nonprofit Human Service Organizations in an Era of Devolution and New Public Management
Authors: Alexander Jennifer 
Published: May 2004

AbstractThis article reviews the results of a multiphase study of nonprofit human service organizations serving children and youth in Cuyahoga County, Ohio. The purpose of the study was to identify adaptation strategies organizations found effective for the current environment. The study reviews the results of longitudinal focus groups and a final workshop directed to analyzing strategies for maintaining organizational viability. Effective adaptations included strategic expansion of services and client bases, networking as a means to acquire and stabilize revenue streams and resources, and increased use of business techniques and technology to generate outcome measures and an image of effectiveness with funders.
Program Evaluation Practice in the Nonprofit Sector
Authors: Fine Allison H. , Thayer Colette E. , Coghlan Anne 
Published: May 2004

AbstractNonprofit organizations are increasingly being asked to demonstrate the effectiveness of their programs and services. Faced with this challenge, agencies that decide to engage in program evaluation must choose among various approaches and methods. This article provides a window into why and how nonprofit organizations are conducting program evaluations, and it reveals the factors nonprofit agencies identify as contributing to a useful and credible evaluation. In addition, the article addresses the role of stakeholder participation in program evaluation.
Using Service‐Customer Matrices in Strategic Analysis of Nonprofits
Authors: Boardman Anthony E. , Vining Aidan R. 
Published: May 2004

AbstractThis article demonstrates the value of service‐customer matrices (SCMs) for managers performing strategic analysis of nonprofit organizations (NPOs). Some of the benefits of using SCMs are understanding the portfolio of businesses; clarifying what sponsors and clients value; identifying rivals, key attributes, and revenues on a service‐customer segment basis; and understanding and formulating positioning strategy.
Relating the Central and the Local
Authors: Taylor Marilyn , Lansley John 
Published: May 2004

AbstractAlthough a number of valuable models of central‐local relationships in the nonprofit sector have been developed, particularly in relation to federal structures, there has been a tendency to assume that in any given organizational relationship central‐local structures will follow one common pattern. We argue that wider strategies are available: central dependency along one dimension may run with greater local autonomy along another. Such mixed tight‐loose structures may be of considerable importance in the “boundaryless” organizational environment of the future.
Should St. Merciful Hospital Become CorpHealth, Inc.?: Ownership and Quality in U.S. Health Care Organizations
Authors: Irvin Renee A. 
Published: May 2004

AbstractIn this article, a review of empirical research on ownership and quality of care suggests the existence of a quality gap between for‐profit and nonprofit firms in some health sectors, depending on the prevailing type of financial payment for health care. Results of a theoretical model incorporating quality of care suggest that the nondistribution constraint is a simple and powerful explanation for a higher level of patient care quality at nonprofit health care facilities when reimbursement for health services is fixed prospectively. Analysis suggests that review of future conversions of health care facilities from nonprofit to for‐profit status should take into consideration the implied effects of the conversion on patient outcomes.
What Happens When Nonprofits Use Quality Models for Self‐Assessment?
Authors: Paton Rob , Foot Jane , Payne Geoff 
Published: May 2004

AbstractTwo tools to assist organizational self‐assessment have recently become popular in the U.K. nonprofit sector, providing the opportunity for a comparative study of how such tools are used in practice. Because both spring from the quality movement in management, the study also provided a chance to observe how quality ideas evolve as they are applied in nonprofit contexts. The study found that self‐assessment can indeed enable constructive review processes in a wide range of contexts. However, when the models “work” it is in rather different ways than is suggested by the terms in which they are promoted.
Sexual Orientation Discrimination and Its Challenges for Nonprofit Managers
Authors: Hostetler Dennis W. , Pynes Joan E. 
Published: May 2004

AbstractIn the wake of the recent New Jersey Supreme Court decision, Dale v. Boy Scouts of America and Monmouth Council Boy Scouts
(1999), this article examines the issue of sexual orientation discrimination and the challenges it presents nonprofit managers. Because of regional shifts in public opinion, the enactment of nondiscrimination laws at the state and local level, and now a state Supreme Court interpreting state law to include the Boy Scouts of America (BSA) as a “public accommodation,” nonprofit managers may face a more complex legal and moral environment. It is hoped that this article will challenge nonprofit managers to carefully reexamine their membership and personnel policies with respect to lesbians and gay men and begin preparing their organizations for this cultural change.
Designing Agendas to Reflect Board Roles and Responsibilities: Results of a Study
Authors: Inglis Sue , Weaver Liz 
Published: May 2004

AbstractOver a nine‐month period the board agendas of a community nonprofit organization were redesigned to reflect a particular board agenda tool titled “Strategic Activities, Resource Planning, and Operations.” Feedback from the board members and executive director indicate strong support for the framework in focusing the work of the board. The framework also has implications for how the executive director and board members prepare for meetings and how the shared leadership of the meetings is played out.
Managing Public Relations for Nonprofits
Authors: Kelly Kathleen S. 
Published: May 2004

AbstractMaking the News: A Guide for Nonprofits and Activists, by Jason Salzman. Boulder, Colo.: Westview Press, 1998. 320 pp., $19.95 paper.
Strategic Communications for Nonprofit Organizations: Seven Steps to Creating a Successful Plan, by Janel M. Radtke. New York: Wiley, 1998. 256 pp., $49.95 paper.
A Review of Models for Measuring Organizational Effectiveness Among For‐Profit and Nonprofit Organizations
Authors: Rojas Ronald R. 
Published: May 2004

AbstractInduced by unprecedented growth, invasion of for‐profit organizations in the nonprofit domain, and high‐profile cases of mismanagement in the nonprofit sector, a recent surge in the literature suggests ample opportunities for research to compare the organizational effectiveness of for‐profit and nonprofit organizations. This article presents a literature review of nonprofit organizational effectiveness from which four models of organizational effectiveness are selected. These models are discussed and analyzed because they apply to both for‐profit and nonprofit organizations.
Information and Communication Technologies: Reshaping Voluntary Organizations?
Authors: Burt Eleanor , Taylor John A. 
Published: May 2004

AbstractElectronic networking holds the promise of innovation with involuntary organizations as they seek to respond to deep shifts in the social, economic, and political spheres in which they operate. Evidence from our study of U.K. voluntary organizations demonstrates relatively low uptake of the core networking technologies and applications essential to support the reconfiguration of key relationships in and around the organizations. Friends of the Earth and the Samaritans are exceptions to this trend. Case studies of these organizations suggest they are using information and communication technologies to reshape internal relationships and reconfigure relationships externally. The extent to which the organizations are reconfiguring around intelligent campaigning and intelligent client service is tempered by their long‐standing values.
Collaboration Among Rural Nonprofit Organizations
Authors: Snavely Keith , Tracy Martin B. 
Published: May 2004

AbstractCollaboration has received strong impetus in recent years. Service providers face greater expectations that they will share human and financial resources with other organizations, conduct joint planning, and devise other ways to break down organization barriers. This article analyzes collaborative practices among nonprofit organizations in rural southern Illinois and the Mississippi Delta. Environmental factors present in rural areas suggest that collaboration may be difficult to accomplish. Clients are scattered over a large geographic area, they are hard to contact because of transportation problems, community financial resources are limited, staff salaries are low, and some rural populations resist service offerings. Despite these difficulties, nonprofits in the two rural regions do engage in significant collaborations, and their leadership shows strong commitment to partnering with other organizations. Certain characteristics of the rural environment actually facilitate collaboration.
Accountability in Action?: Program Evaluation in Nonprofit Human Service Agencies
Authors: Hoefer Richard 
Published: May 2004

AbstractProgram evaluation can be used as an excellent tool to promote nonprofit human service organizations' accountability. This article lays out several conditions that need to be met before evaluation achieves its potential. Application of this framework to nonprofits in Dallas, Texas, indicates the usefulness of the approach. Results show that considerable numbers of evaluation are being conducted but that the quality of the research methods and measures is low. This indicates that evaluation cannot currently be said to be providing the level of accountability possible. Additional efforts by all stakeholders to promote the use of evaluation to hold agencies accountable for efforts and results are necessary.
Ports of Entry and Obstacles: Teenagers' Access to Volunteer Activities
Authors: Sundeen Richard A. , Raskoff Sally A. 
Published: May 2004

AbstractThe recruitment of young people into volunteering activities is the primary focus of this article. We examine which teenagers volunteer, the ways that teenagers become involved in volunteer activities, and why teenagers do not volunteer. Teenagers who volunteer tend to have dominant status, that is, access to social power, high personal competency, and socialization into volunteer experiences through family, church, and school. Personal contact with family, friends, and teachers who are involved with service, prior participation in school‐ and church‐based service, and personal initiative lead teenagers to learn about and engage in volunteering activities. Teenagers who do not volunteer often do not have sufficient time or interest. Differences exist among teenagers as to which factors prompt volunteering. For example, teenagers who are white, have parents who volunteer, and attend religious services are more likely than others to learn about volunteer activities through organizations, and teenagers with higher personal competency (grade point averages) are more likely than others to learn about volunteering activities at school. The article includes suggestions for recruitment policy and management of teenage volunteers.
A Strategic Planning Process for a Small Nonprofit Organization: A Hospice Example
Authors: Mara Cynthia Massie 
Published: May 2004

AbstractStrategic planning is an essential part of management. However, planning processes can consume great amounts of time and resources that small, nonprofit organizations may lack. Moreover, the process that is used can be tedious and may result in plans that are discarded before or during their implementation. In this article, a strategic planning process is presented that incorporates a Policy Delphi group technique and Situation Structuring, a computer program that assists participants in structuring or defining the problems to be addressed in the plan. The organization to which the process is applied is a small, nonprofit hospice. Both the planning process and an evaluation of the implementation of the resultant strategic plan are examined.
Resignation or Dismissal?: When a CEO and a President Clash
Authors: McManus Joyce M. , Leslie Donald R. 
Published: May 2004

AbstractIn the executive director's opinion, Bluehills Family Services' board of directors had serious problems with their organizational governance. These difficulties came to a head in an apparently unresolvable clash between the executive director and the board president. Given the preexisting board and organization perceptions, could an emergency board meeting produce a positive outcome, and would the executive director's participation be counterproductive?
Strategic Performance Measurement and Management in Nonprofit Organizations
Authors: Kaplan Robert S. 
Published: May 2004

AbstractThe managers and constituents of nonprofits are increasingly concerned about measuring and managing organizational performance. Financial measures alone, or even supplemented with a collection of ad hoc nonfinancial measures, are not sufficient to motivate and evaluate mission accomplishments. This article describes the adaptation of a new performance measurement and management approach, the Balanced Scorecard, to the nonprofit sector. Several examples of actual implementation are provided.
Changing the Face of Nonprofit Management
Authors: Renz David O. 
Published: May 2004

AbstractHigh‐Performance Nonprofit Organizations: Managing Upstream for Greater Impact, by Christine W. Letts, Allen Grossman, and William P. Ryan. Wiley, 1998. 207 pp. $29.95 cloth.
Mission‐Based Management: Leading Your Not‐for‐Profit into the Twenty‐First Century, by Peter C. Brinckerhoff. New York: Wiley, 1998. 258 pp. $51.95 cloth.
Financial Empowerment: More Money for More Mission, by Peter C. Brinckerhoff. New York: Wiley, 1998. 238 pp. $51.95 cloth.
Mission‐Based Marketing: How Your Not‐for‐Profit Can Succeed in a More Competitive World, by Peter C. Brinckerhoff. New York: Wiley, 1998. 214 pp. $51.95 cloth.
Attitude Differences Between Paid Workers and Volunteers
Authors: Liao‐Troth Matthew A. 
Published: May 2004

AbstractThis study addresses the extension of research on paid employees to volunteer workers. Pearce (1978, 1993b) has postulated that job attitudes are substantially different between volunteers and paid employees, based on her work studying fourteen organizations employing either entirely volunteer workgroups or entirely paid workgroups. Another interpretation of her data would be that the organizational culture of such workgroups is different, not the individual job attitudes.
The Who, Why, and How of Reinvention in Nonprofit Organizations
Authors: Durst Samantha L. , Newell Charldean 
Published: May 2004

AbstractAlthough reinvention of government agencies is being extensively discussed, relatively little is known about the reinvention strategies of nonprofit organizations. This article reports survey results for a randomly selected group of nonprofit organizations from across the United States. We conclude that reinvention is being used as a management tool by nonprofit organizations and that it is affecting day‐to‐day operations. Regardless of how reinvention was implemented, these organizations generally view their reinvention activities as successful for increasing productivity, enhancing services, improving performance, and managing costs.
Managing Change in Museums
Authors: Cargo Russell A. , Cargo Elizabeth Rosser 
Published: May 2004

AbstractMuseums and the Paradox of Change, by Robert R. Janes. (2nd ed.) Calgary, Alberta: University of Calgary Press, 1997. 276 pp., $24.95 paper.
Museum Strategy and Marketing: Designing Missions, Building Audiences, Generating Revenues and Resources, by Neil Kotler and Philip Kotler. San Francisco: Jossey‐Bass, 1998. 297 pp., $41.95 cloth.
The ecology of games between public policy and private action: Nonprofit community organizations as bridging and mediating institutions
Authors: Mendel Stuart C. 
Published: May 2004

AbstractThe conception of nonprofit organizations as institutional bridges that mediate within an environment of
interrelationships is a useful device for informing strategic thinking by nonprofit professionals and
volunteers. The bridge metaphor neatly explains not only the rise in number of nonprofit community
organizations, but also the process by which leaders of the private and public sectors have formed partnerships
to project the wealth and assets of communities.