Nonprofit Boards and Leadership: Cases on Governance, Change, and Board-Staff Dynamics
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More About This Title Nonprofit Boards and Leadership: Cases on Governance, Change, and Board-Staff Dynamics
English
Offers detailed case studies that demonstrate the crucial strategic issues facing nonprofit governing boards and offers board members new methods for dealing with them.
English
MIRIAM M. WOOD is an associate of the Yale Program on Non-profit Organizations at Yale University and serves on the board of a number of nonprofit organizations. Wood is the recipient of the 1994 Drucker Prize for Best Article in Nonprofit Management and Leadership.
English
Introduction: Governance in Theory and Practice.
THE ROLE OF EXTERNAL STAKEHOLDERS IN GOVERNANCE.
1. The Public Interest and Tax Exemptions for Nonprofit Hospitals (Bradford H. Gray, et al.).
2. Planning in Interdependent Environments: The Local Association for Retarded Citizens (Melissa Middleton Stone).
3. The Grantmaker: Inner City Organizations Compete for Funds (Miriam M. Wood).
4. The United Way Allocations Committee: A Role-Playing Exercise (Melissa Middleton Stone & Lisa Silverman Pickard).
COMPLEXITIES IN THE BOARD-STAFF RELATIONSHIP.
5. The Evolving Board-Executive Relationship at a Women's Shelter (Carl Milofsky & Nancy Morrison).
6. Confliciting Managerial Cultures in a Museum (Peter Dobkin Hall).
7. The Governing Board Faces Rebellion in the Ranks (Candace Widmer).
8. Confronting Crisis: When Should the Board Step In? (Ram A. Cnaan).
9. Outgrowing the Governing Board: A Conundrum (Judith R. Saidel).
10. Using Community Networks to Diversify the Board (J. Allen Whitt & Gwen Moore).
INTERPRETING MISSION AND ACCOUNTABILITY.
11. Dissolution or Survival: The University of Bridgeport and the Unification Church (Glenn Scott Davis).
12. Social Conscience and the Governing Board of the California Medical Center (John C. Lammers & Christy L. Beaudin).
13. AIDS Project Los Angeles (Christy L. Beaudin, et al.).
THE ROLE OF EXTERNAL STAKEHOLDERS IN GOVERNANCE.
1. The Public Interest and Tax Exemptions for Nonprofit Hospitals (Bradford H. Gray, et al.).
2. Planning in Interdependent Environments: The Local Association for Retarded Citizens (Melissa Middleton Stone).
3. The Grantmaker: Inner City Organizations Compete for Funds (Miriam M. Wood).
4. The United Way Allocations Committee: A Role-Playing Exercise (Melissa Middleton Stone & Lisa Silverman Pickard).
COMPLEXITIES IN THE BOARD-STAFF RELATIONSHIP.
5. The Evolving Board-Executive Relationship at a Women's Shelter (Carl Milofsky & Nancy Morrison).
6. Confliciting Managerial Cultures in a Museum (Peter Dobkin Hall).
7. The Governing Board Faces Rebellion in the Ranks (Candace Widmer).
8. Confronting Crisis: When Should the Board Step In? (Ram A. Cnaan).
9. Outgrowing the Governing Board: A Conundrum (Judith R. Saidel).
10. Using Community Networks to Diversify the Board (J. Allen Whitt & Gwen Moore).
INTERPRETING MISSION AND ACCOUNTABILITY.
11. Dissolution or Survival: The University of Bridgeport and the Unification Church (Glenn Scott Davis).
12. Social Conscience and the Governing Board of the California Medical Center (John C. Lammers & Christy L. Beaudin).
13. AIDS Project Los Angeles (Christy L. Beaudin, et al.).
