Miriam M Wood

Nonprofit Boards and Leadership

Cases on Governance, Change, and Board-Staff Dynamics

• Gebundenes Buch

Produktbeschreibung

A provocative book that provides a rare behind-the-scenes view of the inner workings of real-life boardrooms. Based on actual examples from such prestigious organizations as The United Way of Massachusetts Bay, The California Medical Center, The University of Bridgeport, and the AIDS Los Angeles Project-this unique book offers detailed case studies that demonstrate the crucial strategic issues facing nonprofit governing boards. These and other compelling case studies have been contributed by leading scholars in the nonprofit field. The scenarios are based on real events and issues that actual board members have grappled with and solved. This book provides board members a new method of dealing with thorny situations and offers a nonthreatening way to reflect on their board's problems.

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Produktdetails

• Verlag: Wiley
• Seitenzahl: 272
• Erscheinungstermin: 7. November 1995
• Englisch
• Abmessung: 240mm x 161mm x 19mm
• Gewicht: 572g
• ISBN-13: 9780787901394
• ISBN-10: 0787901393
• Artikelnr.: 21768856

Autorenporträt

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.

Inhaltsangabe

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.).