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In the 199Os, the integrity and performance of nonprojt organizations in the United States have come increasingly under attack, and there are new calls to hold nonprofit organizations more accountable for their behavior and performance. This article reports on a study of the organizational structures of national nonprofit associations and asks how these umbrella organizations can help to self-regulate the sector through appropriate checks and balances between the national organization and local affiliates. The authors identify a number of differences in how associations with alternative structures hold local affiliates and national organizations responsiblefor their performances, and they conclude that structure is an avenue of self-regulation for nonprofit organizations deservingfurther attention. HE 1990s have so far been a rough decade for nonprofit organizations in the United States. Having inherited from the T 1980s a legacy of a full and growing agenda of social problems, and a stringent fiscal environment of restricted government funding and fierce competition for private contributions, nonprofits have now been challenged where it hurts most-their very integrity has been called into question.Spurred by scandals at United Way of America (Glaser, 1994) and Convenant House (Sennott, 1992), the sector is now widely attacked, in the press and elsewhere, for a variety of alleged failings including inappropriately high executive compensation, excessive administrative and fundraising costs, failure to serve poor or other Note: The authors acknowledge the Nonprofit Sector Fund of the Aspen Institute for its support of this research. They also thank Laurel Shoaf, Natasha Belinskaya, and Dirk Holsopple for able research assistance.

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Managerial supervisors are those persons who supervise direct service staff, who oversee human service programs, and who perform macro practice tasks in their agencies on a daily basis. They are not clinical supervisors who oversee the treatment aspects of direct practice; nor are they administrators at the executive level. This book addresses the challenges facing the often under-appreciated managerial supervisors who oversee and provide a crucial organizational structure for work that occurs in human service across the country. The successful managerial supervisor must be able to create and develop the organizational culture in which client-centered practice can occur, balance the demands of administrative leadership with those of workers who see clients, keep a client-centered focus amid the paradoxes that arise in the process, and maintain a healthy professional presence.