CLASSIC ARTICLE - In order to improve their finances, services, or pursuit of mission, nonprofits may be tempted to merge with other, similar organizations. But the road to merger can be difficult-even dangerous.
CLASSIC ARTICLE - Because of high prices and restrictive licenses, your organization may not be able to purchase all the software it requires. According to computer expert Howard Fosdick, open-source software— free of cost and readily accessible— may be the answer.
CLASSIC ARTICLE - No organization can insulate itself completely from employment-related risks. But written policies and a carefully drafted manual can go a long way toward minimizing those risks.
CLASSIC ARTICLE - Few tasks are more daunting than firing someone. Because payroll is the biggest expense for most service organizations, however, cuts in staffing are often the only way to reduce costs and ensure survival.
CLASSIC ARTICLE - Balance sheets and income statements may be a mystery to the uninitiated, but board members have a duty to know what they mean. Steven Berger tells what to look for and how to make sense of the numbers.
CLASSIC ARTICLE - In the wake of recent corporate scandals, Congress has imposed strict new standards for the governing boards of public companies.
CLASSIC ARTICLE - Over the course of a fiscal year, many nonprofits find themselves tilting back and forth between cash deficits and cash surpluses. Accurate cash flow projection enables management to plan for either situation.
CLASSIC ARTICLE - Salary surveys are a window on the job market. They show what other employers are paying their personnel, and indicate whether your own wage levels are competitive. Here's a nuts-and-bolts guide to designing a salary survey for your own agency.
CLASSIC ARTICLE - Politicians and marketers use focus groups to structure campaigns. Nonprofits can use them too--to connect with the communities they serve. Judith Sharken Simon offers a 10-step guide to planning and conducting focus groups.
CLASSIC ARTICLE - Most managers hire people who make them feel comfortable. According to management expert Robert I. Sutton, that may be the wrong thing to do if you want your organization to become more innovative and productive.
