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business
understanding management

Contemporary Club Management 3rd Edition Joe Perdue - Solutions

How can we pass these ideas on to our state and national groups? P987
Should we foster a larger discussion in our community? Can we talk to a sympathetic reporter? Are our board and staff in agreement with these ideas? P987
Which of our funders should see this chapter first? How should we approach them? P987
How can we more fairly and consistently enforce our expectations of our policies? P987
What resources can we commit to training our staff to use these policies?
Let’s examine each of the policies and look at this issues that are identified for each of them. We can list what needs to be updated, by whom, and by when. P987
Are all of our policies available online for our staff and board to view? P987
How are we on the list of controls? Where do we have deficits? P987
What kind of plans do we need that we don’t have? P987
How can we integrate more long-range planning into our culture? Who should be involved? Should we rethink our planning process to be more inclusive? P987
Should we consider developing (or revising) a strategic plan in the next year? P987
Are we doing all we can to focus on our future through good planning? P987
How do we get started on an endowment? How soon can we get something in place? P987
How do we feel about spending the time and money training our staff to understand our financials? Do we want to share them? Why or why not? P987
What can we do to improve our internal reporting? What information do people need to see when? Can our software accommodate different reports? P987
How do we do in relation to the eight characteristics of empowerment?Where can we do better? P987
What parts of this chapter apply to us? P987
What about customer service/satisfaction training for staff? Can we instill the idea that everyone (even our funders) are customers, and that everyone is on the marketing team? P987
How do we ramp up our informal asking? Should we look at staff training in this area? P987
What do our markets want? How do we know? How often should we ask our target markets? In surveys, focus groups? P987
Who are our markets? Within those, who are our target markets? P987
What risks are we taking now? How can we incorporate the idea of good risk into our culture more? P987
How do we look at expenditures now? As investments in mission? How can we be better at this and communicate it to our staff? P987
Are there business ideas that would make both mission and money sense for us? P987
Do we meet the characteristics of a social entrepreneur? How? P987
What is the most technologically advanced nonprofit in our town? How can we learn more about how they got this way? P987
What about our Web site? What do we need to do to excel in all the P987 areas that were listed?
Are there technological applications that can improve our mission? What are they? Are there funds to pay for them from the people who purchase P987 our services?
What parts of our system need upgrading? How regularly should we schedule reviews of our Web site, our internal systems? P987
Who should be on our tech team? P987
What about communications? Should we train our staff in this important area? P987
Should we have two-way evaluations? Why or why not? P987
What are our styles of supervision? What do they say about our values? P987
If we had an inverted pyramid, what would we have to change? P987
Do we value our line staff? How? P987
What parts of this chapter apply to us? Let’s be specific. P987
Is there value in having ongoing board recruitment? Why? How can we move toward that goal? P987
How can we ramp up our orientation process to be constant and consistent? P987
What about staff responsibilities to the board? Do we do all these things now? Does our board agree? Where can we improve? P987
Is the list of board responsibilities valid for our agency? How should we improve and amend our list? P987
Do we have a businesslike board now? How can we get there? P987
Your funding sources’ regulations (what the payers’ require) P987
Your strategic plan (what you want to be in three to five years) P987
Your organization’s current programs (what you are now) P987
Do we use internal and external benchmarks to their fullest? Are there places we can experiment with this? P987
Do we share information enough inside and outside the organization?Where can we improve? P987
How can we have better, deeper discussions about the ethics of our key decisions? How do we remind people that “the right thing is the smart thing”? P987
What can we do to turn these values into action? P987
Do we need to develop (or revisit) our values statement to include ethics, accountability, and/or transparency? P987
What specifically can those of us in leadership positions do to evidence our mission daily? P987
How can we better use our mission statement in management discussions? P987
How can we better use the mission statement to recruit, retain, and P987 motivate staff and volunteers?
Does our mission statement excite us? Is it short enough for us to remember, or does it suffer from comma fault? Is it an effective elevator message? P987
What general improvements would we like to see in our mission statement? Do we have one or many mission statements? P987
Final Words? P987
A National Agenda: Empowering Our Nonprofits■ The other side of the coin: what the funders need to do to improve, free, embolden, and empower the nonprofits with whom they contract. P987
The Controls That Set You Free■ The way to get the most from nine different kinds of policies, including a tested method for their development and enforcement. P987
A Vision for the Future■ How to plan where you are going, and how to get the most from the planning process as well as from the plan itself. Sample plan outlines. P987
Financial Empowerment■ The eight key characteristics of a financially empowered nonprofit, better internal reporting, and how a nonprofit can keep what it earns. P987
Developing a Bias for Marketing■ The best way to bring your entire team into the marketing process, to discover who your markets really are, and how to meet their needs and wants. The
Creating a Social Entrepreneur■ How to develop a culture that takes prudent risks on behalf of the people you serve. The criteria of a social entrepreneur. How to focus on your core competencies
Embracing Technology for Mission■ How to use technology to better manage, inform, market, empower, and compete in today’s all-tech, all-the-time environment. P987
Leading Your People■ A new approach to nonprofit leadership that succeeds in today’s high-speed, information-driven environment, also including better communications, evaluations, and rewards. We
A Businesslike Board of Directors■ What an effective board is, and what the board’s and the staff’s respective roles are. Reducing board liability and recruiting and retaining a board will be
Being Ethical, Accountable, and Transparent■ The best nonprofits are accountable and transparent both inside and outside the organization. The best ways to do this on the highest moral plane
The Mission Is the Reason■ How to get the most benefit from the reason that nonprofits exist.For many, the mission is an underutilized resource. A discussion on updating and then using a
What Works: The Characteristics of a Successful Nonprofit■ An updated list of the ten things that a nonprofit needs to continue to do its mission well throughout the twenty-first century.
Where We Were, Where We Are, Where We Are Going■ A brief history of the nonprofit world, an examination of the relationship between nonprofits and their funders, and an updated prediction of the
Introduction■ This is the chapter you are reading now. It includes a look at three core philosophies: who the book is written for, how the book is designed, and how to get the most from reading it.
Mission based managers can communicate effectively to their staff, their board, the public, their funders, and the community at large.
Mission-based managers lead the organization by example, and in so doing motivate their staff, their board, and their community.
Mission-based managers are innovative social entrepreneurs, taking reasonable risks on behalf of the people who the organization serves.
Mission-based managers balance the needs of the community with the available resources of the organization.
What about our personal management skills? Do we measure up to the list?
How many of the ten characteristics that were listed for success do we already have in place in our organization? Of those that are not fully in place, which is the most important for us to develop?
In Chapter 2, a number of predictions were made about the next ten years. Which apply to us and how? P987
Do we act like a mission-based business? Specifically, how can we get better? Does our staff view us as a charity or as a mission-based business?What about our board? Our funders?
How do our funders really view us? How do we know?
Summarize the major duties and responsibilities of a club membership director, and describe how clubs are using the Internet and databases in their membership marketing efforts.AppendixLO1
Describe steps in developing a membership marketing plan, summarize issues clubs must consider in order to develop an appropriate plan, and describe strategies clubs use to attract new club
Identify and discuss the 4 P’s of marketing. (pp. 275–277)AppendixLO1
Describe common factors involved in declining club membership, explain how a club’s location affects membership size, and list reasons often cited why marketing is not necessary in clubs. (pp.
What role do ethics play in club marketing?AppendixLO1
What are the differences between qualitative research and quantitative research?AppendixLO1
What are some typical approaches to pricing club products and services?AppendixLO1
What are some common place or distribution concepts that can help club managers better understand how to market their clubs?AppendixLO1
A typical club’s promotional mix consists of what elements?AppendixLO1
What are some common product concepts that can help managers understand the products they offer to members?AppendixLO1
What are buying centers? buy classes?AppendixLO1
What is the consumer-purchase-decision process?AppendixLO1
How can understanding the concept of the family life cycle help club managers market their clubs?AppendixLO1
What is service marketing? internal marketing?AppendixLO1
What is a situation analysis?AppendixLO1
What are five marketing orientations that serve as the focal points for marketing strategy?AppendixLO1
How is a market defined and segmented?AppendixLO1
Describe marketing research and identify ethical considerations in club marketing.AppendixLO1
Identify the ways marketing mix affects club marketing. (pp. 242–259)AppendixLO1
Summarize consumer- and organizational-buyer behavior.AppendixLO1
Explain the role of marketing in a private club setting. (pp. 229–235)AppendixLO1
What are some interpersonal communication skills that can help club managers more effectively deal with workplace communication issues?AppendixLO1

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