Intro; Contents; List of Figures; List of Tables; Chapter 1 Organizational Change; Scenario; Organizational Change; Change Content; Change Process; Change Management; Change Paradox; Context; Types of Change; First-Order and Second-Order Change; Incremental/​Discontinuous and Anticipatory/​Reactive Change; Episodic and Continuous Change; Episodic; Continuous; Drivers of Change; External Environment Factors; Political Environment; Economic Environment; Social and Demographic Environment; Technology; 1990: Technology and Personnel Database.
2007: Technology, Strategy, Business Models and Implications2010-2018: Leveraging Technology, Information Resources, Artificial Learning and Redefining Organizations; Internal Environment Factors; Change Vision; Leadership; Communication; HRM Practices; Training; Organizational Culture; Critical Perspectives on Change; Summary and What to Expect; Discussion Questions; References; Chapter 2 Nature of Change in Nonprofit Organizations; Context of Change: The Nonprofit Organization; Mission and Values; Services and Roles; Organizational Processes; Nonprofit Human Resources.
Employees and VolunteersRoles in Change Management; Drivers of Change in Nonprofit Organizations; Community Needs; Economy; Government Policy; Competition; Technology; Organizational Factors; Types of Change in Nonprofit Organizations; Demand for Services; Funding; Government Relations; Professionalism; Mission and Sustainability; Social Enterprise; Performance Measures; Nonprofit Change Strategies; Strategic Expansion; Strategic Partnership; Strategic Resizing; Revenue Diversification; Leveraging Advocacy; Conclusion; Discussion Questions; References.
Chapter 3 A Model of Change for Nonprofit OrganizationsLewin's Three-Step Change Model; Kotter's Change Model; Combined Models of Change; Nonprofit Change Model; Nonprofit Operating Environment; Life Problems; Pertinent Problems; Reach Problems; Nonprofit Change Model; Conclusion; Discussion Questions; References; Chapter 4 Employees and Change Management in Nonprofits; People Are the Key to Successful Change Management; Preparing Employees for Organizational Change; Conveying the Big Picture; Managing Individual Stress; Overcoming Employee Resistance to Change.
Building Trust and a Positive OutlookManaging and Enhancing Employee Capabilities and Performance; Attitudes; Job Satisfaction; Organizational Commitment; Perceived Organizational Support; Employee Engagement; Emotions; Personality; Motivation; Training and Development; Performance Management; Compensation and Rewards; Creating the Conditions for Change Management Success; Leadership; Organizational Culture; Power; Conclusion; References; Chapter 5 Volunteers and Change Management; Motives for Volunteering and Performance Management and Retention; Why People Volunteer.

Nonprofit organizations are arguably in a perpetual state of change. Nonprofits must constantly scan, analyze, and adapt to the implications of the changing needs of clients, the community, funders, and government policy. Hence, the core competencies and capabilities of nonprofits must include how to effectively manage change. The knowledge, skills, and abilities of employees, volunteers, and managers must include the competencies required to formulate and implement strategies to manage planned and unplanned change. This book brings to the forefront the challenges and opportunities of change by combining insights from practice, research, and theories of change management to examine nonprofits. It incorporates interdisciplinary perspectives to examine the dimensions, determinants, and outcomes of change in nonprofits. It offers managers, researchers, and students case examples on how to develop, implement, and manage change in the context of nonprofits. Readers will better understand the dimensions of change that are unique to nonprofits and how these should be integrated into strategy and day-to-day operations, including reflection for both the change agent and the change recipient.