Passion, Purpose and Professionalism
Edited by Ronald J. Burke and Cary L. Cooper
Prevailing uncertainties about global economic stability and growth challenge nonprofit organizations to make changes to ensure their survival and to cultivate required human capital, market share and diverse revenue streams. To compete for scarce resources, nonprofits will be required to become ever more strategic in the ways they accomplish their mission (Mesch, 2010). In addition, demographics of the available labor force are changing in many developed countries, with some suggesting there may be a shortage of leadership as the ‘baby boomers’ retire (Johnson, 2009). On a positive note, numerous university programs focused on nonprofit management have appeared with substantial enrollments suggesting a trend toward organizational professionalism that should not only change the culture of nonprofit organizations, but also correct inaccurate perception that working in nonprofits consists of informal activities done by amateurs (Mesch, 2010). Nonprofit leaders must focus on finding and developing employees with skills for innovation and flexibility in fulfilling a variety of roles and tasks while interfacing with staff and donors not only from domestic constituent groups, but also across international borders.
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