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Cases in Nonprofit Management

Cases in Nonprofit Management
A Hands-On Approach to Problem Solving

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Non-profit Management

April 2016 | 288 pages | SAGE Publications, Inc

“Libby and Detrick have compiled their extensive knowledge of the real issues that face our nonprofit sector to help students glean important lessons from each case.  It is refreshing to have such a tool to assist in the education of our future nonprofit leaders.”

—Emma A. Powell, Western Michigan University


Case Studies in Nonprofit Management by Pat Libby and Laura Deitrick consists of original cases that are designed to teach students how to think critically, hone their decision-making skills, and learn to apply leadership and management principles that are essential for any nonprofit professional. These case studies illustrate the multifaceted nature of the nonprofit management sector and bring concepts like nonprofit leadership, risk management, advocacy, and grant making to life.

Chapter 1: Nature of the Sector
Case 1.1: Social Enterprise within a Nonprofit Organization  
Case 1.2: To Start or Aid an Existing Organization  
Case 1.3: When Mission and Money Collide  
Case 1.4: Why Bylaws Matter  
Chapter 2: Board of Directors
Case 2.1: Conflict of Interest  
Case 2.2: Hiring Board Members as Staff  
Case 2.3: The Board’s Role in CEO Evaluation  
Case 2.4: The Rubber Stamp Board  
Chapter 3: Executive Leadership
Case 3.1: The Board’s Role in Executive Transition  
Case 3.2: CEO Pay  
Case 3.3: Challenges of Executive Search  
Case 3.4: Toxic Leadership  
Chapter 4: Measuring Performance
Case 4.1: Establishing Metrics  
Case 4.2: When Outcomes Fail to Meet Established Benchmarks  
Case 4.3: When the Program Isn’t Working  
Chapter 5: Strategic Decision Making
Case 5.1: Generating Revenue by Selling Assets  
Case 5.2: Policy Disputes  
Case 5.3: Setting Strategy  
Chapter 6: Human Resource Management
Case 6.1: Policies and Procedures for Staff Members in Crisis  
Case 6.2: Employee Substance Abuse  
Case 6.3: Volunteers Ignoring the Rules  
Case 6.4: When Volunteers Run Amok  
Chapter 7: Risk Management
Case 7.1: Stolen Information  
Case 7.2: Theft  
Case 7.3: Vulnerable Populations  
Case 7.4: Workplace Accidents  
Chapter 8: Public Relations and Marketing
Case 8.1: A Change in Policy with Unforeseen Consequences  
Case 8.2: Celebrity Endorsements  
Case 8.3: Dealing with the Press  
Case 8.4: Devising Marketing Strategies  
Chapter 9: Generating Revenue
Case 9.1: Donor Management  
Case 9.2: Endowments  
Case 9.3: Accounting for Fundraising Costs  
Chapter 10: Financial Management
Case 10.1: Decision Making  
Case 10.2: Misallocation of Grant Money  
Case 10.3: Transparency  
Chapter 11: Advocacy and Lobbying
Case 11.1: Meeting Your Mission  
Case 11.2: Public Policy Versus the Bottom Line  
Case 11.3: Staff Advocacy  
Chapter 12: Technology
Case 12.1: Internal Systems  
Case 12.2: Integrating Technology  
Case 12.3: Social Media  
Chapter 13: Grantmaking
Case 13.1: Deciding When to Hire Staff  
Case 13.2: Donor Advised Funds  
Case 13.3: Foundation-Initiated Collaboration  
Case 13.4: When a Foundation Accomplishes Its Mission  
Chapter 14: International Nonprofits
Case 14.1: Cross-Cultural Clash  
Case 14.2: NGO Accountability  
Case 14.3: The Organic Nonprofit  
Case 14.4: When Donors Don’t Want to Fund Overhead  


Instructor Resource Site
  It's easy to log on to SAGE's password-protected Instructor Teaching Site at for complete and protected access to all text-specific Instructor Resources for Cases in Nonprofit Management, First Edition. Simply provide your institutions information for verification and within 72 hours you'll be able to use your login information for any SAGE title!

Password-protected Instructor Resources include the following: 
  • Teaching notes for cases are designed for instructors to expand questions to students, or initiate class discussion. 

“Libby and Detrick have compiled a rich and interesting set of cases that are sure to inspire thoughtful conversations in any NP management course.”

William A. Brown
Texas A&M University

“The originality of the work is a huge advantage, as is the fact that they are teaching cases that end without a clear, “best” answer.  Finally, the inclusion of issues unique to international nonprofits is a welcome addition and one I have not run across in previous texts.”

Doreen Swetkis
Evergreen State College

“Libby and Detrick have compiled their extensive knowledge of the real issues that face our nonprofit sector to help students glean important lessons from each case.  It is refreshing to have such a tool to assist in the education of our future nonprofit leaders.”

Emma A. Powell
Western Michigan University

“Students will appreciate learning through these cases, as they serve as a safe place for pre-service students to test out ideas and solutions to real problems, and allow mid-career students an opportunity to reflect on similarities and differences in their own workplaces, all while tying theory to practice.”

Erin K. Nemenoff
University of Memphis

“This text is an excellent tool to provide students the “critical-thinking” application that is missing from many texts.”

Laurie Taylor-Hamm
California State University, Fresno

“Cases in Nonprofit Management —A hands on approach fills a real hole in the nonprofit curriculum.  While good texts are increasingly coming to market, there are few supplemental texts and really nothing else that seeks so clearly to facilitate critical thinking and discussion among students.”

Shelly Arsneault
California State University, Fullerton

“I would have no problem fitting this book into my graduate courses.”

Bonnie Peterson
Valdosta State University

“Having short mini-cases for a broad range of topics that typically get covered in an Introduction to Nonprofit Management class is very useful and fills a long-standing need.”

Stefan Toepler
George Mason University

Sample Materials & Chapters

Chapter 6

Chapter 10

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ISBN: 9781483383484