Description
Book SynopsisBoard Members focuses on the governing function associated with a subcategory of non-profit organizations that share five defining characteristics: Public-serving missions Nongovernmental ownership and control Multiplicity of relationships with governmental agencies and programs Noncommercial operations Incorporation, i.e. corporate entity status In the United States, there are over 500,000 non-profit entities with these five characteristics. This work describes them as nongovernmental public-serving (NPS) organizations. In NPS organizations, ultimate authority over the governing function is vested in a board of directors. Each of the following seven sets of governing roles and responsibilities of members of the board of directors are explained in separate chapters: Trusteeship Managing the managers Facilitating organizational learning Performing catalytic behaviors Equipping organizations for work Establishing and maintaining inter-organizational links Evaluating organizational per
Trade ReviewBoard Members provides wise guidance and theory-linked knowledge on the role of boards of directors of non-governmental public-serving organizations. W. Astor Kirk writes from a deep familiarity with both the nonprofit and governmental sectors. -- Jon Van Til, Professor of Urban Studies, Rutgers University at Camden; Former president, Assoc. for Research on Nonprofit Organizations &
As a University President, former trustee of a private university, and a former board chair of a very active community development corporation. I am very familiar with the literature on non-profits. However, Dr. Kirk takes the topic to another level as he addresses the many differences among "not for profit" boards. His focus on nongovernmental public-serving (NPS) organizations is really enlightening. -- James E. Lyons, Sr., President, California State University
Table of ContentsPart 1 Acknowledgements Part 2 Preface Chapter 3 Introduction Chapter 4 Trusteeship Chapter 5 Managing the Managers Chapter 6 Facilitating Organizational Leadership Chapter 7 Performing Catalytic Role Chapter 8 Equipping the Organization for Work Chapter 9 Establishing & Maintaining Linkages Chapter 10 Evaluating Organizational Performance Chapter 11 Coda Part 12 Appendices Part 13 Glossary Part 14 References Part 15 Index Part 16 About the Author
