Bøger af Richard Hoefer

This brief report, put together by the UTA Center for Advocacy, Nonprofit, and Donor Organizations (CAN-DO) is meant to help female professionals in the nonprofit sector take their careers to the next level; that of leadership or executive positions within their organization. Additionally, we hope that this book is useful to existing organizational leaders to demonstrate to them that their agencies need women in these positions to fully realize their potential and fulfill their mission. As a woman in the nonprofit sector you no doubt have seen the dramatic disparity that exists between the roles men and women are given in many organizations. If you work for a large agency, it is likely that your board of directors and top management positions are almost entirely filled with men despite the overwhelming majority of women engaged in doing the work on the ground. In fact, this is the case with many industries, nonprofit or otherwise, in which women make up the majority of the workforce; teachers, nurses, retail, the list goes on. Now at first, you might be tempted to chalk this up to the priorities of men vs. women. In putting this report together we've seen articles and research make such claims over and over. Men are competitive and money-driven. They desire to lead while women are focused on interpersonal connections, balancing work and family, and working directly with clients. Despite these perceptions, nonprofits with women at the helm consistently outperform their male-led counterparts in many measures, and they do so, it appears, without having to compromise their values. Instead, women incorporate their empathy and interpersonal skills into their leadership roles. Our interpretation of the literature is that the only trait that really makes a difference is access. The real reason that men are in leadership positions more than women is because they have far greater access. Men simply have the open access to leadership positions because they have always had it. Engrained pathways, "The Old Boys Club," preferential hiring practices; whatever labels we choose to place on the systemic issues of gender discrimination, women are still fighting for equal access, equal pay, and the kind of direct path to leadership that men have enjoyed for quite a long time. This report gives you, the female nonprofit professional, the added firepower necessary to take to this fight and emerge victorious. Beyond the hypothetical, theoretical, and more idealistic discussions, this report will also give you the practical steps necessary to begin your journey to leadership immediately. These steps will help you prioritize your career goals and then, as your plans dictate, begin to set yourself apart within your organization as someone who wants to lead; someone who is an asset to the future of your agency. You will learn how to connect with the board of directors, a critical component of moving to top positions. We will also help you analyze your current position in the new light of your motivation to advance and show you how to make your agency's success your success by engaging in your organization's mission outside of the office. Finally we will discuss how, as an emerging leader, you can work to facilitate larger change within the industry in order to ease the struggle for advancement for the next generation of female nonprofit leaders.

Congratulations on your purchase of this guidebook to your organization's future. Welcome to a future where your colleagues, your board, and your organization itself approach each day as an opportunity to get better, to improve, and to learn! This book, while short and easy to understand, will be your step-by-step companion on an exciting journey to becoming a learning organization. In these pages, you will find information on five locks that prevent progress in many organizations. These locks keep you, your staff and your organization from maximizing your potential. Perhaps you recognize some of these in your agency and hate the way they are holding you back: -Nothing EVER changes -Everything is always about the short-term -The new people we hire are smart, but don't "get" us very well -It's IMPOSSIBLE to get support for new ways of doing things -Everyone is busy doing their OWN thing-and we never know what that is! If you experience any of these nagging and demoralizing issues on the job, this book, Old Organizations, New Tricks will help you unlock potential you didn't know was there. The Five Keys you'll read about will lead you to -Examine the present, imagine the future, and move forward -See both the forest and the trees so you can thrive -Make choices now to reap large benefits later -Hire people who will fit in, contribute and stay around because they love working in your organization -Ensure growth opportunities to build a better team -Uncover and update operating practices that have outlived their usefulness -Use generative dialogue to uncover faulty decisions, before you lose time, money, staff, and community support -Guide, mold and cultivate a shared vision of excellence -Implement the lessons you and your staff members have learned from experiences in your organization And much more! Perhaps you know of a learning organization - one which is innovative and adaptable. It takes risks, and sometimes makes mistakes. But it sees each challenge as an opportunity to learn something important. As a result, it keeps getting better and better. This is a special type of organization, "where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together." These are the words of Peter Senge (1990, p. 3) who first coined the term learning organization and inspired tens of thousands of questions and answers about what it means for organizations to learn and exactly how we can help them to do so. This short report is also inspired by Senge's ideas, and it draws on the work of many others who have written about and studied this curious phenomenon before and after him. This report simplifies some basic characteristics of learning organizations and suggests practical exercises that you can implement right away in order to start leading your organization down a new path - a path that is not without potholes or forks in the road but which nonetheless moves onward and upward to higher ground. In this way, you can soon be the leader of an organization that never stops learning, but is continually committed to growth. You can unlock the potential of your organization to improve and grow by using the five keys presented here. As a review, here are those five keys to leading a powerful learning organization: Key 1: Expand your Horizons Key 2: Invest in People Key 3: Retire Outdated Paradigms Key 4: Cultivate a Shared Vision Key 5: Tap In to the Collective Be sure to look carefully for CAN-DO's other information products. You owe it to yourself to sign up on the email list to receive notifications on the latest products that will help you lead a better organization. Go to www.uta.edu/can-do to sign up now. When you do this, you'll gain access to an exclusive report, available for free

This short report is essential for leading your team to overcome the three most common challenges of working in groups: social loafing, coordination loss, and symbolic participation. These problems affect most organizations (and most likely your team, too) so that your results are much less than they should be. The authors summarize the most important principles of using teams in the workplace. The use of groups and teams in the American workplace is growing, and effective teamwork has been associated with major performance gains and increased innovation. Alongside the stories of successful teams, however, is another less popular story. Teamwork is hard. Teamwork is complex because it requires team members to manage multiple relationships while efficiently dividing and coordinating tasks. When relationships or team processes break down, group-work can easily harm organizations more than they help. The good news is that the popularity of team work has inspired a plethora of research into forming more effective groups and teams. As a result, we now know more than ever about avoiding the pitfalls of poorly planned teamwork. We also have access to an array of innovative solutions which have been proven to increase the power of our teams in the workplace. The goal of this easy-to-use report is to simplify and summarize the most important principals of using teams in the workplace. It provides a brief overview of the factors that affect team performance and the most common challenges that groups face when they come together. You, too, can cultivate high-functioning workplace groups whose efforts consistently achieve more. Use the included research-based assessment tools to identify what is holding your team back and direct your attention to the most important areas. The largest section of this report focuses on practical solutions--news you can use--for turning your work group into a coordinated, communicative, successful team.

FUNDED! leads readers from knowing nothing about writing grants to having a complete grant proposal. Based on personal experience, years of teaching, and the expertise of dozens of professional nonprofit grant writers, students learn about writing grants by completing exercises at the end of each chapter, moving from finding funding opportunities to submitting the completed proposal. The book provides material necessary to understand the larger context of nonprofits in American society and covers every essential grant writing topic: finding funding, writing needs statements, finding or developing evidence-based programs, developing logic models, writing evaluation plans, describing implementation plans, budgeting, sustainability planning, and submission to the funder. FUNDED! is an invaluable resource that provides flexibility for instructors, students, and professionals to learn about grant writing in a variety of settings and formats.Author Richard Hoefer incorporates essential updates in every chapter; specific changes include incorporating social justice principles, significantly more emphasis on advocacy to ensure adequate funding opportunities, and integrating stakeholders into program planning.

Essentials of Social Work Management and Leadership: A Competency-Based Approach helps students not only build critical knowledge but also cultivate the unique skills that will help them develop into competent and successful managers and leaders. Experiential exercises, informative case studies, and carefully crafted assignments based on the 2015 Council on Social Work Education's (CSWE) Educational Policy Accreditation Standards (EPAS) show students how to apply key conce