Summary
Contents
Subject index
Developing Nonprofit and Human Service Leaders comprehensively prepares students with the skills to successfully manage human service organizations. Authors Larry D. Watson and Richard Hoefer explore core managerial competencies tailored to the unique environment of these organizations, including administrative responsibilities, values and ethics, organizational theories, leadership, boards of directors, fundraising, supervision, research, cultural consideration, and more. This essential text offers hands-on practice for the skills that future administrators will need to make a substantial impact in their organizations and communities.
Advocacy
Advocacy
Introduction
This chapter builds directly on the previous chapter, which dealt with persuasion. Advocacy is a special case of persuasion, in that you are working to negotiate and persuade people in elected or appointed offices, rather than staff within your organization, board members, clients, peers at other organizations, and other important people who are in your environment. Everything covered in Chapter 13 applies directly to advocacy, though we should consider advocacy a process that extends both before and after the persuasion effort.
The Role of Advocacy for Nonprofit Organizations
In an insightful analysis of the role of nonprofit organizations in welfare states, Ralph Kramer (1981) indicated that being change agents “comes close to being a unique organizational competence of the voluntary agency” (p. 231). According to the ...
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