Edited By Jennifer Mize Smith and Michael W. Kramer
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.
Section Seven: Corporate Partners: Employee Giving and Volunteering at Work
Corporate Partners: Employee Giving and Volunteering at Work s e c t i o n s e v e n Employee Volunteerism Programs and Community Engagement Commitment, Identification, and Impact* alysson m. satterlund Dartmouth College steven k. may University of North Carolina at Chapel Hill Monica lived through four bank mergers. Through each, she’d managed to get rehired and exceed her sales goals. But when Bob, a former boss, called and asked if she wanted to join him at the new Community State Bank (CSB), she resigned her position at Big Corporate Bank. By the day’s end, she was the new customer service manager at CSB. Bob was ecstatic. CSB just opened its third branch and was expecting further growth. Deposits were up, not because his team secured a few large accounts but because they secured hundreds of smaller local accounts. He knew why: customers wanted to know the people with whom they entrusted their money. Over the last few years, this option had been difficult to find. Smaller banks had been increasingly “scooped up” by larger corporate banks through merg- ers and acquisitions, creating uncertainty and stress for employees and anonymity for customers who were accustomed to their having tellers greet them by name. Bob’s pride in challenging the “big boys” was evident in how he recruited cus- tomers and team members. For Bob, and the rest of the executive team, connecting to the community as members of the community was more than just a successful business strategy—it...
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