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Case Studies of Nonprofit Organizations and Volunteers

Edited By Jennifer Mize Smith and Michael W. Kramer

Given the increasing presence of nonprofit organizations and their impact upon American society, colleges and universities are recognizing the need to offer courses and programs to train current and future employees, volunteers, and supporters of the nonprofit sector.
This volume, featuring empirically-based case studies, provides an opportunity to analyze communication and other organizational issues in nonprofit, volunteer, and philanthropic contexts. Each case is designed to help readers critically think about the particular nonprofit context, the organizational issues presented, the ways in which those issues could be addressed, whose interests are served, and potential consequences for the organization and its various stakeholders.
This collection offers a unique glimpse into everyday issues and challenges related to working in and with nonprofit organizations, making it a valuable resource for undergraduate and graduate courses in nonprofit management, nonprofit communication, voluntarism, philanthropic studies, and social entrepreneurship. Each case also addresses a broader conceptual or theoretical framework of organizational studies, making it appropriate in other organizational communication courses as well.


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Section Two: Staff Challenges: Stress, Ethics, and Dissent


Staff Challenges: Stress, Ethics, and Dissent s e c t i o n t w o c h a p t e r s i x “I Don’t Know Where my Job Ends” Workplace Stress and Social Support in Domestic Violence Prevention* suzy d’enbeau Kent State University adrianne kunkel University of Kansas Susan pulled her car into the parking lot and took a deep breath. Today was her first official day as the new director of Harbor Safe House (HSH), a nonprofit domestic violence prevention organization that provided safe shelter, peer counseling, and other services to survivors of domestic violence across three counties. HSH consist- ed of 12 full-time staff members, three interns, and 10 volunteers. Susan had years of experience leading social work organizations, but she suspected that her tenure at HSH would be different. Susan opened the car door and turned on her smile as she hit the security buzzer and was let in through the door of the HSH center. “Good morning!” Anna, her assistant, beamed. “I just updated your calendar. Let me know how I can help you prep for the board meeting tomorrow.” “Thanks, Anna,” Susan replied as she made her way down the hallway to her office. She was facing pressures from all sides, and she knew the board would want answers, sooner rather than later. The board consisted of 13 members, who were each concerned about the future of HSH. During her final interview before getting the job offer, Susan was forewarned about...

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