Coverart for item
The Resource Nonprofit mergers and alliances, Thomas A. McLaughlin

Nonprofit mergers and alliances, Thomas A. McLaughlin

Label
Nonprofit mergers and alliances
Title
Nonprofit mergers and alliances
Statement of responsibility
Thomas A. McLaughlin
Creator
Subject
Language
eng
Cataloging source
DLC
http://library.link/vocab/creatorName
McLaughlin, Thomas A
Illustrations
illustrations
Index
index present
Literary form
non fiction
http://library.link/vocab/subjectName
  • Nonprofit organizations
  • Consolidation and merger of corporations
  • Strategic alliances (Business)
Label
Nonprofit mergers and alliances, Thomas A. McLaughlin
Instantiates
Publication
Note
Includes index
Contents
Chapter 1. A Valid Strategic Option for the Future -- Government's Retreat -- Chapter 2. The Freestanding Nonprofit and Other Rugged Individualists -- Why Nonprofit Services are Fragmented: A Story A Nonprofit's Economics are Part of its Strategy -- Chapter 3. Logic of Integrated Service Delivery -- Applications of Integrated Service Delivery -- Elements of Integration -- Chapter 4. Deciding to Collaborate -- Rescue Mergers -- Merger from Strength -- Deciding to Collaborate as a Function of Larger Forces -- Chapter 5. Preserving Identity -- Nonphysical Components of Organizational Identity -- What is Not Part of "Identity"---and What is -- Chapter 6. The Role of Funders -- What Funders Can Do -- Funding Collaborations -- Models for Funding Collaborations -- Quality Assurance through Foundations -- Chapter 7. C.O.R.E. Continuum of Collaboration -- Our Model -- Applying the C.O.R.E. -- Chapter 8. Economic-Level Collaboration -- Sharing Information -- Bidding Jointly -- Joint Purchasing -- Chapter 9. Responsibility-Level Collaboration -- "Circuit Riders" -- High-Integration Collaboration Models -- A Cautionary Note -- Chapter 10. Operations-Level Collaboration -- Shared Training -- Joint Programming -- Joint Quality Standards -- Chapter 11. Corporate-Level Collaboration: Merger -- Authority is Concentrated -- Official Start Dates May Be Anticlimactic -- What it Means to Merge -- The Essence of a Nonprofit Merger -- Advantages and Disadvantages of a Merger -- Chapter 12. Models of Collaboration: Merger by Management Company -- Structure -- Control and Governance -- Advantages of a Management Company -- Disadvantages of a Management Company -- Faulty Integration in a Management Company Model -- Chapter 13. Models of Collaboration: Alliances -- Structure -- Chapter 14. Models of Collaboration: Partnerships with and between Nonprofits -- Structure -- Control and Governance -- Special Considerations -- Partnerships with For-Profit Companies -- Limited Liability Companies -- Chapter 15. Merger Myths -- We Will Save Administrative Costs -- There Will Be Massive Job Cuts -- We Will Lose Our Identity -- Let Us Figure Out the Structure First -- Shhh -- Only Failing Organizations Merge -- Increase in Mergers is a Product of an Economic Downturn -- Chapter 16. First Steps -- Geographic Proximity -- Absence of a Permanent CEO -- Nonoverlapping Markets -- Industrializers and Prototypers -- Compatibility of Services -- Special Assets -- Role of Culture -- Role of Class -- Quick Culture Check -- Building Trust -- Seeds of Trust: Disclosure, Consultation, and Collaboration -- Chapter 17. Merger or Alliance? How to Decide -- Corporate Control -- Chapter 18. First Phase of a Merger: Feasibility Assessment -- Informal Phase of a Collaboration -- Role of Consultants -- Form a Collaboration Committee -- Why Due Diligence? -- What is a Due Diligence Investigation? -- Governance -- Finances -- Assets -- Liabilities and Obligations -- Some Financial Red Flags -- Valuations -- Carrying Out the Valuation -- Pro Forma Financials, Including Cash Flows -- Regulatory Filings -- Human Resources Information -- Assess the Feasibility -- Chapter 19. Second Phase of a Merger: Implementation Planning -- Form Subcommittees of the Collaboration Committee -- Internal Communication -- External Communication -- Some Sample Collaboration Committee Structures -- Who Will Be the Boss? -- Some Tools to Accomplish a Leadership Transition -- Once the Selection is Made -- Creating the Formal Agreement -- Merger Announcement (Create a Splash) -- Chapter 20. Third Phase of a Merger: Integration -- Time Required for Integration -- Common Sources of Resistance -- Chapter 21. The Seven Stages of Alliance Development -- Categories of Alliances -- Seven Tasks of Alliance Development -- Task One. Initiate, Explore, and Analyze -- Task Two. Synthesize and Plan -- Task Three. Establish Shared Objectives -- Task Four. Develop Working Committee Structure -- Task Five. Gain Quick Victories -- Task Six. Secure Institutionalize Buy-in -- Task Seven. Implement and Evaluate -- Chapter 22. Postscript and Conclusion
Control code
ocn503307980
Dimensions
24 cm
Edition
2nd ed
Extent
xviii, 264 p.
Isbn
9780470601631
Isbn Type
(cloth)
Lccn
2010003132
Other physical details
ill.
System control number
(OCoLC)503307980
Label
Nonprofit mergers and alliances, Thomas A. McLaughlin
Publication
Note
Includes index
Contents
Chapter 1. A Valid Strategic Option for the Future -- Government's Retreat -- Chapter 2. The Freestanding Nonprofit and Other Rugged Individualists -- Why Nonprofit Services are Fragmented: A Story A Nonprofit's Economics are Part of its Strategy -- Chapter 3. Logic of Integrated Service Delivery -- Applications of Integrated Service Delivery -- Elements of Integration -- Chapter 4. Deciding to Collaborate -- Rescue Mergers -- Merger from Strength -- Deciding to Collaborate as a Function of Larger Forces -- Chapter 5. Preserving Identity -- Nonphysical Components of Organizational Identity -- What is Not Part of "Identity"---and What is -- Chapter 6. The Role of Funders -- What Funders Can Do -- Funding Collaborations -- Models for Funding Collaborations -- Quality Assurance through Foundations -- Chapter 7. C.O.R.E. Continuum of Collaboration -- Our Model -- Applying the C.O.R.E. -- Chapter 8. Economic-Level Collaboration -- Sharing Information -- Bidding Jointly -- Joint Purchasing -- Chapter 9. Responsibility-Level Collaboration -- "Circuit Riders" -- High-Integration Collaboration Models -- A Cautionary Note -- Chapter 10. Operations-Level Collaboration -- Shared Training -- Joint Programming -- Joint Quality Standards -- Chapter 11. Corporate-Level Collaboration: Merger -- Authority is Concentrated -- Official Start Dates May Be Anticlimactic -- What it Means to Merge -- The Essence of a Nonprofit Merger -- Advantages and Disadvantages of a Merger -- Chapter 12. Models of Collaboration: Merger by Management Company -- Structure -- Control and Governance -- Advantages of a Management Company -- Disadvantages of a Management Company -- Faulty Integration in a Management Company Model -- Chapter 13. Models of Collaboration: Alliances -- Structure -- Chapter 14. Models of Collaboration: Partnerships with and between Nonprofits -- Structure -- Control and Governance -- Special Considerations -- Partnerships with For-Profit Companies -- Limited Liability Companies -- Chapter 15. Merger Myths -- We Will Save Administrative Costs -- There Will Be Massive Job Cuts -- We Will Lose Our Identity -- Let Us Figure Out the Structure First -- Shhh -- Only Failing Organizations Merge -- Increase in Mergers is a Product of an Economic Downturn -- Chapter 16. First Steps -- Geographic Proximity -- Absence of a Permanent CEO -- Nonoverlapping Markets -- Industrializers and Prototypers -- Compatibility of Services -- Special Assets -- Role of Culture -- Role of Class -- Quick Culture Check -- Building Trust -- Seeds of Trust: Disclosure, Consultation, and Collaboration -- Chapter 17. Merger or Alliance? How to Decide -- Corporate Control -- Chapter 18. First Phase of a Merger: Feasibility Assessment -- Informal Phase of a Collaboration -- Role of Consultants -- Form a Collaboration Committee -- Why Due Diligence? -- What is a Due Diligence Investigation? -- Governance -- Finances -- Assets -- Liabilities and Obligations -- Some Financial Red Flags -- Valuations -- Carrying Out the Valuation -- Pro Forma Financials, Including Cash Flows -- Regulatory Filings -- Human Resources Information -- Assess the Feasibility -- Chapter 19. Second Phase of a Merger: Implementation Planning -- Form Subcommittees of the Collaboration Committee -- Internal Communication -- External Communication -- Some Sample Collaboration Committee Structures -- Who Will Be the Boss? -- Some Tools to Accomplish a Leadership Transition -- Once the Selection is Made -- Creating the Formal Agreement -- Merger Announcement (Create a Splash) -- Chapter 20. Third Phase of a Merger: Integration -- Time Required for Integration -- Common Sources of Resistance -- Chapter 21. The Seven Stages of Alliance Development -- Categories of Alliances -- Seven Tasks of Alliance Development -- Task One. Initiate, Explore, and Analyze -- Task Two. Synthesize and Plan -- Task Three. Establish Shared Objectives -- Task Four. Develop Working Committee Structure -- Task Five. Gain Quick Victories -- Task Six. Secure Institutionalize Buy-in -- Task Seven. Implement and Evaluate -- Chapter 22. Postscript and Conclusion
Control code
ocn503307980
Dimensions
24 cm
Edition
2nd ed
Extent
xviii, 264 p.
Isbn
9780470601631
Isbn Type
(cloth)
Lccn
2010003132
Other physical details
ill.
System control number
(OCoLC)503307980

Library Locations

    • ManawatÅ« LibraryBorrow it
      Tennent Drive, Palmerston North, Palmerston North, 4472, NZ
      -40.385340 175.617349
Processing Feedback ...