(From
the book: Peter F. Drucker, “The Essential Drucker”, Collins Business
Essentials, 2009)
- In two areas, strategy and the effectiveness of the board, nonprofit
organizations are practicing what most American businesses only preach (39)
- The nonprofits are, of course, still dedicated to “doing good.” But they
also realize that good intentions are no substitute for organization and
leadership, for accountability, performance, and results (40)
- The successful nonprofits have learned to define clearly what changes
outside the organization constitute “results” and to focus on them (42)
- Effective use of the board requires a clear mission, careful placement and
continual learning and teaching, management by objectives and self- control,
high demands but corresponding responsibility, and accountability for
performance and results (50)
- The modern organization exists to provide a specific service to society. It
therefore has to be in society. It has to be in a community, has to be a
neighbor, has to do its work within a social setting. But also, it has to
employ people to do its work. Its social impacts inevitably go beyond the
specific contribution it exists to make (51)
