In October 1996, as students in the Master of Arts Management Program at Carnegie Mellon University's H. John Heinz III School of Public Policy and Management, we conducted the National Study of Arts Mangers (NSAM) to determine whether a glass ceiling exists in arts management. The project stemmed from an article entitled Power List: 100 Most Important People in Theatre, which appeared in Theatre Week Magazine in August 1995. Out of the one hundred people listed, only sixteen were women. The U.S. Department of Labor defines glass ceilings as those artificial barriers based on attitudinal or

Since the 19th century, American business leaders have contributed to the formation of many of the best museums, performance groups, and arts foundations in this country. The Art of Leadership concentrates on 29 of these leaders, specifically those active during the last three decades in the Business Committee for the Arts, a national organization founded to strengthen the bond between the two sectors.

For more than 15 years, Starting and Running a Nonprofit Organization has been the basic primer for many organizations. Now completely revised, this guide will help anyone who is forming a new nonprofit, thinking about converting a grassroots group to tax-exempt status, or reorganizing an existing agency. Its also an excellent reference for people currently managing a nonprofit organization. Containing handy checklists, worksheets, and lists of resources, a standard handbook describes, step-by-step, all of the phases of creating and operating a new nonprofit agency, including

CONTENTS
  1. Managing change to maximize results.
  2. Managing staff and support functions.
  3. Managing to produce productivity gains.
  4. Managing external resources.
  5. Managing a changing work force.
  6. Managing for bottom line gains.
  7. Managing customers for long-term success.
  8. Managing your work routine.
  9. Managing the stress generators of your job.
10. Managing travel - yours and theirs.
11. Managing your career in good times and bad.

California Lawyers for the Arts (C.L.A.) began its alternative dispute resolution program in 1980, when a group of concerned board members decided that the adversarial nature of litigation was not the best service for most conflicts in the arts community.

Bool edited by Sue Vineyard, a compilation of essays about volunteer diversity, leadership, and management.

Nonprofits are news. In the 1990s, an era of mounting special needs and dwindling financial resources, nonprofit organizations are facing tougher media and public scrutiny all around. Nonprofit organizations with boards and chief executives who understand the power of clear, consistent communications to promote their vision, mission and values can hope to earn the public respect and support that will allow them to prosper into the year 2000 and beyond. But organizations that continue to rely on their record of good works as a primary public relations tool might see their sun setting in this

The handbook is designed for daily use as a guide for nonprofit leaders and managers who are seeking to implement those plans and policies required to bring about the excellence or quality transformation within their organization and to develop their own policy and practices manual, to draft policy statements, update management procedures, and establish more effective management systems.

Prepared for the David and Lucile Packard Foundation. Succeeding with consultants provides practical advice for nonprofit executives eager to improve their organization's performance. This inspirational new book guides you through the process of selecting and utilizing consultants to strengthen your nonprofit organization's operations.

Review by Brann J. Wry of the book Strategic Management in Non-Profit Organizations: An Administrator's Handbook [Westport, CT: Quorum Books, Greenwood Press, 1990, 408 p.].