Read the conclusion on page 479 and answer the discussion question. Summarize your thoughts on the conclusion and attach here.

It is my hope that readers who have persisted through this entire text will have learned many things. Even those who have had some prior experience working in a nonprofit organization may have found some new theory, some new concept, or some new data that added to their existing body of knowledge or understanding. Those for whom this book has been an initiation into the subject will have learned even more. But some may be wondering, "So exactly what have I learned?" "What is the right way to manage a nonprofit organization?" "Is there a future for nonprofit management as a distinct profession? And, if so, what qualities, skills, and perspectives are needed to pursue a career in the field during the decades ahead?" This book has no simple answers to offer. The nonprofit sector is so diverse that no specific approach can be equally effective in all organizations. Some of the skills needed to manage a university may be quite different from those required to manage an international nongovernmental organization or a community- based nonprofit serving low-income citizens of one particular city. Indeed, when I began writing the first edition of this textbook, some friends advised me that the diversity of the nonprofit sector would render the task of writing a broadly useful book about nonprofit management far too challenging. Rather, they suggested, there should be a series of books on nonprofit management, each focused on a particular type of organization, such as universities, hospitals, arts institutions, human services organizations, and others. Of course, many such specialized books already exist; indeed, there are academic programs of study that focus on each of those areas. But the wide acceptance of the first five editions of this book demonstrated that there are commonalities that run across the management of nonprofit organizations and institutions and thus some basic principles on which individuals seeking to lead such organizations should be well informed. This sixth edition has attempted to address shortcomings in the first five, update content to reflect new developments and new thinking, and provide a balanced perspective that may be of benefit to students and future nonprofit executives in all types of organizations. The rationale for this book lies with the management commonalities we have discussed. These include the need to balance mission and money-to measure success by a double bottom line, or even a triple bottom line and the need to manage relationships with multiple constituents who may hold competing or conflicting views of what the organization should be and do, and who are both free and motivated to express them. There is also a political dimension to the job of a nonprofit leader. Thus, two constants of nonprofit management would be a highly nuanced leadership ability and even for the commercialized and hybrid nonprofits-the deep underlying commitment to a mission that differentiates good leaders of nonprofits from good leaders in organizations guided by the pursuit of wealth or constrained by the limits of political feasibility. While contemporary concerns such as accountability and compliance, effectiveness and performance, capacity and strategic management, social enterprise and earned income, and collaborations and mergers are all important, it is also essential not to become too committed to the management fads or buzzwords of the day. Of course, no manager can ignore current legal, social, and financial pressures; deny the realities of competition; or pretend that organizations can be managed as they may have been at some earlier time. Rather, students and future nonprofit managers need to maintain both openness to new ideas and a healthy skepticism about those that are offered as one-right-way prescriptions