Nonprofit Boards That Work: The End of One-Size-Fits-All Governance / Edition 1by Maureen K. Robinson
Pub. Date: 04/02/2001
Most people have an instinctive grasp of the role of the nonprofit board, a strong belief that it is "in charge" and keeping an eye on things. Beyond that basic insight, a deeper comprehension of the role of the board and the shape of its work loses focus, and the details become harder to express. That lack of focus is often as absent in the boardroom as it is… See more details below
Most people have an instinctive grasp of the role of the nonprofit board, a strong belief that it is "in charge" and keeping an eye on things. Beyond that basic insight, a deeper comprehension of the role of the board and the shape of its work loses focus, and the details become harder to express. That lack of focus is often as absent in the boardroom as it is among the general public.
Unlike their for-profit counterparts, a nonprofit board lacks indicators, such as a bottom line and share value, that would give the board clear direction about its major tasks and demonstrate how best to organize itself to get these tasks accomplished. Armed with goodwill and dedicated to serving the best interests of an organization, boards either make it up as they go along, hoping that common sense and good intentions will see them through, or follow a set of prescriptions for good governance that fail to acknowledge what is unique about their particular organizations. Neither strategy succeeds in making a board the asset it could be and should be in the life of the organization.
Nonprofit Boards That Work shifts the focus, encouraging boards to look first at the particulars of the organization before determining the best approaches to effective governance. It asks a board to define its role and derive its value from understanding what is specific and unique about the organization and then to align itself and its work in ways that make it an asset in the organization's life.
Nonprofit Boards That Work addresses issues of role definition, key responsibilities, working culture, structure, and leadership that boards must tackle if they are to play a meaningful part in helping a nonprofit to achieve success. Here is practical advice and effective yet flexible strategies that accommodate the many variables that shape a board's real work organizational size, stage of development, the varying levels of skill and commitment encompassed within the board, the talent of the executive director, the quality of leadership, and the limits of time. Throughout the book, boards are encouraged to shed irrelevant formulas and mobilize their goodwill and latent abilities to become boards that work.
- Publication date:
- Wiley Nonprofit Law, Finance and Management Series, #124
- Edition description:
- New Edition
- Sales rank:
- Product dimensions:
- 9.00(w) x 6.00(h) x 0.56(d)
Table of Contents
About the Author.
Assigning Value: Do Boards Matter?
Why One Size Won't Fit All.
Defining the Role of the Board.
Boards That Work: The Structure of the Work.
Boards That Work: The Substance of the Work.
Building Productivity through Board Culture.
A Working Partnership: The Executive Director and the Board.
Saying Yes Twice: Engaging the Individual Board Member.
Fine-Tuning the Instrument.
and post it to your social network
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