The challenge of governing a complex organization is difficult enough without the additional struggle to make the board's own operating system seem natural and meaningful. Making Your Governance Model Work is a practical guide that takes the mystery out of that process.
The challenge of governing a complex organization is difficult enough without the additional struggle to make the board's own operating system seem natural and meaningful. Making Your Governance Model Work is a practical guide that takes the mystery out of that process.
Randy Quinn and Linda J. Dawson co-founded the Aspen Group International in 1993 following careers that combine to total over 65 years of service to governing boards of education entities and other non-profit organizations. They since have consulted with boards in most of the 50 states and others on three continents, including the countries of Morocco, Singapore, Korea, Borneo, Canada and Mexico. Their long careers of work with governing boards of all types, with dominant focus on Policy Governance and Coherent Governance, have provided the basis for this insightful and common-sense library of strategies for effective implementation of these governing models.
Inhaltsangabe
Chapter 1: A Word About Governing Models Chapter 2: Rolling Out Your Model Chapter 3: Monitoring Governance Culture and Board-CEO Relations Policies Chapter 4: Monitoring Operational Expectations Policies Chapter 5: Monitoring Results Policies Chapter 6: Evaluating the CEO in this New Governing Environment Chapter 7: Stakeholder Dialog Chapter 8: Building an Effective Board Work Plan Chapter 9: Building a New Board Meeting Agenda Chapter 10: Change: It's a Leadership Conundrum Chapter 11: Now What? Chapter 12 Appendix A: Operational Expectation Monitoring Reports Chapter 13 Appendix B: Results Monitoring Reports Chapter 14 Appendix C: Dialogue Chapter 15 Appendix D: Agendas
Chapter 1: A Word About Governing Models Chapter 2: Rolling Out Your Model Chapter 3: Monitoring Governance Culture and Board-CEO Relations Policies Chapter 4: Monitoring Operational Expectations Policies Chapter 5: Monitoring Results Policies Chapter 6: Evaluating the CEO in this New Governing Environment Chapter 7: Stakeholder Dialog Chapter 8: Building an Effective Board Work Plan Chapter 9: Building a New Board Meeting Agenda Chapter 10: Change: It's a Leadership Conundrum Chapter 11: Now What? Chapter 12 Appendix A: Operational Expectation Monitoring Reports Chapter 13 Appendix B: Results Monitoring Reports Chapter 14 Appendix C: Dialogue Chapter 15 Appendix D: Agendas
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