CHAPTER EIGHTEEN

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Managing the Non-Profit Institution

FIFTEEN YEARS AGO APPLICANTS for entrance positions as overseas field representatives of a major U.S.-based charity were routinely asked, “Do you have enough of a private income to work for a non-profit institution?” For thirty years, until he retired in 1978, the organization’s executive director refused to accept for himself more than $20,000 a year in salary although the charity had grown into a $100 million enterprise. Today the same organization pays the MBAs whom it now recruits a salary of $21,500 and living expenses abroad the first year. And the successor of the old executive director ...

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