The Budget Building Book for Nonprofits or Leveraging the New Human Capital

The Budget-Building Book for Nonprofits: A Step-by-Step Guide for Managers and Boards

Author: Bill LaTouch

Provides clarity, strategy, and utility to the financial management and asset management of social sector organizations.
--Frances Hesselbein, chairman of the Board of Governors of the Peter F. Drucker Foundation for Nonprofit Management This nuts-and-bolts workbook guides nonprofit executives and boards through the budget cycle, offering practical instruction on completing each step of the process. This one-source budgeting tool kit is specifically designed to give nonprofits everything they need to prepare, approve, and implement their own budgets. It is a start-to-finish guide that is comprehensive and easy to use. It provides smaller nonprofit budgeters and non-financial nonprofit managers with a simple, systematic method to create, maintain, and track their budgets. Examples, to-do lists, worksheets, schedules, and other hands-on tools help readers get down to work. Murray Dropkin draws on years of experience in working with nonprofit financial management to make this workbook an essential tool for anyone involved in financial management within a nonprofit organization.

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Leveraging the New Human Capital: Adaptive Strategies, Results Achieved, and Stories of Transformation

Author: Sandra Burud

Leveraging the New Human Capital forever changes the way managers see today's highly complex employees. Through interviews with corporate executives, overviews of available research and four stories of major corporations, the book sets out five specific strategies organizations can use to adapt to this new workforce.

Soundview Executive Book Summaries

Adaptive Strategies And Stories Of Transformation
The Industrial Age concept of the singularly focused individual achiever is outdated, according to management consultants Sandra Burud and Marie Tumolo. Instead, today's ideal worker is a technically skilled person who is devoted to driving results by collaborating with peers and navigating the competing demands of work and personal life. To help organizations succeed, Burud and Tumolo have written Leveraging the New Human Capital, which is designed to help business managers understand the most recent structural changes that have taken place in the workplace and turn them to their advantage. In it, the authors present a new framework for managing, and test it against research data and the real experiences of four types of companies. Short descriptive essays from renowned thought leaders, including Rosabeth Moss Kanter and Peter Senge, begin each of the book's four parts. These sections tackle:

• the new work force reality
• the power of adaptive strategies
• evidence of results achieved
• stories on becoming adaptive.

Whole People
The first part of Leveraging the New Human Capital begins with an essay by Peter Senge called "Whole People," in which he describes a 34-year-old systems engineer at Xerox who derived greater meaning from her projects at work by relating their long-term effects to her role as an employee and a mother. With this story, Senge explains how organizations must have a purpose that is worthy of their people's commitment.

He also reminds companies that profit is not the kind of purpose that will get commitment from people. In his essay, Senge sites a study of engineers in product development teams in which the researchers eventually "came to realize that a work environment that allows people to talk openly regarding concerns about their home-related problems encourages people to express their concerns about work-related problems as well." During the study, people began trusting each other and, as a result, helping each other to solve their engineering, as well as work-life balance, problems.

In their discussion on the importance of people as the engine of success, the authors write that human capital is defined as the application of intellectual capital - which is made up of knowledge, skills and talent - plus relational capital - which is made up of connections and relationships with customers, peers, vendors and other stakeholders - in the pursuit of an organization's goals. When it comes to finding competitive advantage, the authors explain that people are the only way to do that, through their creativity and knowledge, their relationships with customers and co-workers, and their professional networks. Companies such as eBay, Apple and Amazon.com are great examples of how people and their ideas are the biggest drivers of wealth creation in today's global economy.

Adaptive Strategies
In the second part of Leveraging the New Human Capital, the authors offer a modern theory for managing the context of this new reality, and provide several practical methods for adapting. The five adaptive strategies they offer are:

1. Choosing to invest in people.
2. Adopting a new set of beliefs.
3. Redefining the organizational culture.
4. Transforming management practices.
5. Ensuring fit: beliefs, culture and practice.

The authors point out that, although these adaptive strategies are new ways of thinking and behaving, a radical departure is precisely what is needed today, given the dimensions of the changes that are now happening in the business environment, in society and in individuals.

The third part of Leveraging the New Human Capital offers real-world evidence of how these adaptive strategies affect business results, how employee performance can be measurably affected, and how effective employees translate into better customer experiences.

The last part of Leveraging the New Human Capital provides case studies from DuPont, Baxter International, SAS and First Tennessee National Corp. - four dramatically different companies that have had great results using different approaches to those adaptive strategies. ~

Why We Like This Book
Leveraging the New Human Capital goes further than simply telling companies how they can get better results from people-positive human resources strategies. It stands out because it backs up its ideas with wisdom from today's best business thinkers and the experiences of successful organizations that have used its ideas to compete and grow to new heights. Copyright © 2005 Soundview Executive Book Summaries

Table of Contents:

Pt. 1	The new workforce reality	1
	Whole people	3
1	People, the engine of success	9
2	Knowledge and service work	23
3	The rise of the dual-focus worker	35
4	The new ideal worker	55
Pt. 2	The power of adaptive strategies	73
	The paradox of work	75
5	Choosing to invest in people	79
6	Adopting a new set of beliefs	93
7	Redefining the organizational culture	107
8	Transforming management practices	121
9	Ensuring fit : beliefs, culture, practices	155
Pt. 3	Evidence of results achieved	169
	The importance of relational capital	172
10	Human capital results	175
11	Customer results	219
12	Organizational performance results	233
Pt. 4	Four stories of becoming adaptive	265
	The new leadership	266
13	The DuPont story	271
14	The Baxter International story	289
15	The SAS story	305
16	The FTN story	327