This work lifts the lid on the way that many charities are run and organized, with their managements entirely grown from within and lacking commercial acumen. Other charities have seen the value of taking experienced managers and executives from the highly competitive commercial world, and using their skills and expertise to great and profitable effect. The book recognizes that a charity has no measurable product and is hard to analyse in terms of conventional management precepts, and so is set out in four precise sectors based around the people involved and the jobs they have to do. It defines what local inspectors may find fault with and what the accountants expect. It contains some controversial and even unorthodox opinions. Included is a detailed cross-referenced index making it easy for charity managers and others to find and evaluate the systems and processes explained.