February 25, 1999 | Read Time: 1 minute
Improving Quality and Performance in Your Non-Profit Organization
By Gary M. Grobman
This book asserts that, even for non-profit leaders wary of such acronyms as T.Q.M. and B.P.R., “total quality management” or “business processing reengineering” are methods that can be used successfully by charities as well as businesses.
Mr. Grobman, author or co-author of three other books on managing non-profit organizations, describes seven “quality-improvement” theories designed to keep non-profit groups competitive, whether they wage turf battles with other tax-exempt organizations looking to entice donors or tangle with businesses that provide similar services.
Those management theories include the aforementioned B.P.R., which touts accelerated, dramatic change instead of adherence to long-term goals; “benchmarking,” which copies practices from more-successful organizations; “outcome-based management,” which places a heavy emphasis on accountability and was recently adopted by the United Way of America; and “large-group interventions,” which engage people from all corners of an organization in problem solving.
Mr. Grobman includes brief contributions from other authors who examine the ways in which these “T.L.A.’s” (three-letter acronyms) can improve a non-profit group’s performance.
Publisher: White Hat Communications, Department NPR, P.O. Box 5390, Harrisburg, Pa. 17110-0390; (717) 238-3787; fax (717) 238-2090; World-Wide Web http://www.socialworker.com/nonprofit/nphome.htm; 155 pages; $16.95 plus $3.50 postage and handling; Pennsylvania residents add $1.23 sales tax; I.S.B.N. 0-9653653-4-4.
