The document provides an overview of corporate governance responsibilities for nonprofit boards. It discusses the fiduciary duties of care, loyalty, obedience, and managing accounts that boards must fulfill. It also notes that while nonprofits are not subject to Sarbanes-Oxley, the law served as a warning for all organizations to strengthen oversight of finances, ethics, and accountability. Overall, the document outlines best practices and increasing expectations for nonprofit boards to professionally govern organizations and protect their assets and missions.
This document provides an agenda and background materials for a nonprofit board retreat in 2011. The objectives for the retreat are to review board member responsibilities, discuss the board's "front burner" issues, and review the board's contract. Several quotes are included that discuss the importance of strong governance, ethics, and fiduciary duty for nonprofit boards. The document emphasizes that being a board member requires active participation, oversight of operations and finances, avoiding conflicts of interest, and ensuring legal and ethical compliance.
This document provides an overview of the key responsibilities and duties of nonprofit board members. It discusses the duties of care, loyalty, obedience, and managing accounts. It emphasizes that board members are responsible for oversight of the organization's mission, finances, and legal compliance. It also notes that while staff are not board members' employees, boards are still responsible for ensuring ethical behavior from staff. Overall, the document outlines the fiduciary duties and legal obligations of serving on a nonprofit board of directors.
AES Corporation has grown to become the largest private power company in the world since its founding in 1981. It utilizes an unconventional decentralized structure with minimal hierarchy and no centralized departments. Teams are empowered to make autonomous decisions and are responsible for major functions. This structure reflects AES's values of integrity, fairness, social responsibility, and fun, as emphasized by its founders. Employees are given significant responsibility and autonomy to complete complex tasks and projects. This has allowed AES to grow rapidly while maintaining an engaging work culture that motivates employees.
This document summarizes a journal article about the impact of globalization and international business on corporate social responsibility. It discusses how CSR has become an increasingly important issue due to factors like globalization, the proliferation of multinational corporations, and increased access to information. While the concept of CSR is not new, debates around corporate duties to stakeholders beyond shareholders have occurred throughout the 20th century and continue today in the global environment. The article reviews different definitions of CSR and highlights ongoing discussions around whether corporations should solely focus on maximizing shareholder value or consider broader stakeholders.
This document discusses strategies for leading Generation Y or Millennial workers. It begins by providing historical context about Gen Y by comparing milestone events from when they were born in the 1980s and 1990s to earlier generations. It then discusses tendencies of Gen Y workers such as their sense of entitlement, use of technology, and short attention spans. The document recommends giving Gen Y workers clear goals, frequent feedback, opportunities to work collaboratively, and recognizing their contributions to reduce social loafing. It concludes by noting generational differences often come down to perspectives on the best ways of working.
“Design Basics,” a VPI CNRE guest lectureBen Capozzi
Twice now, I have been invited to speak with students in the Packaging Design curriculum in Virginia Tech's College of Natural Resources and the Environment. These are non-graphic design students who focus mainly on materials, and I was asked to give them an overview of design basics and some of the tools. I also included some general notes on creativity, observation, and resources, AND some in-class exercises to stimulate creativity adapted from Edward de Bono. I often include images of the Great Pacific Trash Gyres in my presentations in order to place the need for good design —from concept to execution in all phases of a product's life— foremost in student minds.
Putting Together the Pieces of Leadership discusses various skills needed for effective leadership, including listening, communication, and developing future leaders. The document covers listening skills like understanding different listening roles, body language cues, and overcoming listening illusions. It also discusses the importance of communication, such as giving the right information to employees, avoiding jargon, and using stories to inspire others. Developing future leaders involves teaching students skills like taking risks, dealing with failure, and beating stress. Overall, the document provides guidance on listening, communicating, and cultivating leadership skills in others.
This document discusses an alternative economic model called "Franciscanomics" that is inspired by the teachings and actions of St. Francis of Assisi. It suggests that individual acts of kindness, charity and integrity could help restore faith in the economy and address issues like unemployment, poverty and homelessness from the ground up. The document argues that even small, ordinary actions when multiplied could make a meaningful difference, just as St. Francis and the early Franciscans helped reform corrupt systems through compassionate works.
This document provides an agenda and background materials for a nonprofit board retreat in 2011. The objectives for the retreat are to review board member responsibilities, discuss the board's "front burner" issues, and review the board's contract. Several quotes are included that discuss the importance of strong governance, ethics, and fiduciary duty for nonprofit boards. The document emphasizes that being a board member requires active participation, oversight of operations and finances, avoiding conflicts of interest, and ensuring legal and ethical compliance.
This document provides an overview of the key responsibilities and duties of nonprofit board members. It discusses the duties of care, loyalty, obedience, and managing accounts. It emphasizes that board members are responsible for oversight of the organization's mission, finances, and legal compliance. It also notes that while staff are not board members' employees, boards are still responsible for ensuring ethical behavior from staff. Overall, the document outlines the fiduciary duties and legal obligations of serving on a nonprofit board of directors.
AES Corporation has grown to become the largest private power company in the world since its founding in 1981. It utilizes an unconventional decentralized structure with minimal hierarchy and no centralized departments. Teams are empowered to make autonomous decisions and are responsible for major functions. This structure reflects AES's values of integrity, fairness, social responsibility, and fun, as emphasized by its founders. Employees are given significant responsibility and autonomy to complete complex tasks and projects. This has allowed AES to grow rapidly while maintaining an engaging work culture that motivates employees.
This document summarizes a journal article about the impact of globalization and international business on corporate social responsibility. It discusses how CSR has become an increasingly important issue due to factors like globalization, the proliferation of multinational corporations, and increased access to information. While the concept of CSR is not new, debates around corporate duties to stakeholders beyond shareholders have occurred throughout the 20th century and continue today in the global environment. The article reviews different definitions of CSR and highlights ongoing discussions around whether corporations should solely focus on maximizing shareholder value or consider broader stakeholders.
This document discusses strategies for leading Generation Y or Millennial workers. It begins by providing historical context about Gen Y by comparing milestone events from when they were born in the 1980s and 1990s to earlier generations. It then discusses tendencies of Gen Y workers such as their sense of entitlement, use of technology, and short attention spans. The document recommends giving Gen Y workers clear goals, frequent feedback, opportunities to work collaboratively, and recognizing their contributions to reduce social loafing. It concludes by noting generational differences often come down to perspectives on the best ways of working.
“Design Basics,” a VPI CNRE guest lectureBen Capozzi
Twice now, I have been invited to speak with students in the Packaging Design curriculum in Virginia Tech's College of Natural Resources and the Environment. These are non-graphic design students who focus mainly on materials, and I was asked to give them an overview of design basics and some of the tools. I also included some general notes on creativity, observation, and resources, AND some in-class exercises to stimulate creativity adapted from Edward de Bono. I often include images of the Great Pacific Trash Gyres in my presentations in order to place the need for good design —from concept to execution in all phases of a product's life— foremost in student minds.
Putting Together the Pieces of Leadership discusses various skills needed for effective leadership, including listening, communication, and developing future leaders. The document covers listening skills like understanding different listening roles, body language cues, and overcoming listening illusions. It also discusses the importance of communication, such as giving the right information to employees, avoiding jargon, and using stories to inspire others. Developing future leaders involves teaching students skills like taking risks, dealing with failure, and beating stress. Overall, the document provides guidance on listening, communicating, and cultivating leadership skills in others.
This document discusses an alternative economic model called "Franciscanomics" that is inspired by the teachings and actions of St. Francis of Assisi. It suggests that individual acts of kindness, charity and integrity could help restore faith in the economy and address issues like unemployment, poverty and homelessness from the ground up. The document argues that even small, ordinary actions when multiplied could make a meaningful difference, just as St. Francis and the early Franciscans helped reform corrupt systems through compassionate works.
This document discusses generational differences in the modern multigenerational workforce. It outlines key events and attributes of four main generations currently in the workforce - the Silent Generation, Baby Boomers, Generation X, and Generation Y. There are intergenerational conflicts as each generation has a different perspective and approach to work based on the historical context in which they came of age. Managing a multigenerational workforce requires understanding these differences to effectively engage and retain talent from all generations.
Digital Art & Design for HCMS Future Business Leaders of AmericaBen Capozzi
This is a brief presentation I made to the Halifax County Middle School Future Business Leaders of America in January. Very smart kids and a real pleasure to visit with them!
This document discusses four generations currently in the workforce: the Silent Generation, Baby Boomers, Generation X, and Generation Y. It provides details on the defining historical events and experiences that shaped each generation, and how those experiences influence each generation's work values and styles. For example, the Silent Generation is described as conforming and risk-averse, while Baby Boomers are portrayed as wanting to enact social change. The document also notes challenges that arise from having a multigenerational workforce, such as different communication preferences and work-life balances across age groups.
Este documento presenta un catálogo de rubricas para la evaluación del aprendizaje en el Centro Universitario de Desarrollo Intelectual (CUDI). Explica qué es una rubrica, sus ventajas y cómo se diseñan. Además, incluye detalles sobre cómo evaluar esquemas, resúmenes, ensayos y otros tipos de actividades de aprendizaje mediante el uso de rubricas. El objetivo general es mejorar los procesos educativos en CUDI y proporcionar claridad a estudiantes y profesores sobre los criter
1) The document discusses the qualities of values-based leadership, highlighting six vital qualities: accepting challenges and risks, mastering listening and speaking, living by one's values, giving away authority, recognizing the best in others, and having a vision to inspire others.
2) It notes that values-based leaders live according to the values they profess, rather than having inconsistent words and actions. They empower their employees and help them achieve their strengths.
3) The document advocates that strong leadership requires having a vision for the future and convincing others to share that vision through inspiration. Values-based leadership is guided by core principles.
This document discusses rebuilding from the recession through principles of "Franciscanomics". It provides context on the state of the economy from 2010-2011, including headlines declaring both the end and continuation of the recession. It discusses challenges like high unemployment, corporate scandals, income inequality, and the debate around trickle-down economics. It suggests rebuilding through principles like helping one another, restoring integrity, and proving there are still honorable people working to solve social problems.
This document discusses rebuilding the economy from the recession through principles inspired by St. Francis of Assisi, known as "Francis-canomics". It suggests that just as the early Franciscans helped end corrupt feudalism through compassion for the suffering, small acts of goodwill and integrity from business leaders could help restore faith in the economy and encourage job creation from the bottom up.
Concept Schools Turning Students Into LeadersGeorge Brymer
This document discusses turning students into leaders and the top 10 skills future leaders will need to possess. Some of the key skills discussed include: taking risks, failing and learning from mistakes, speaking multiple languages, sharing knowledge with others, and resolving conflicts. The overall message is that leadership skills can be developed in students by teaching them skills like risk-taking, learning from failures, collaboration, and resolving conflicts.
The document discusses various frameworks for ethical decision making in business including the four spheres of morality that executives must consider: their private lives, responsibilities as economic agents, as company leaders, and beyond their firm's boundaries. It also outlines different ethical theories like consequentialism, rights-based ethics, and virtue ethics. The document advocates for leaders to answer their call to business through servant leadership and creating an ethical corporate culture.
The document discusses various frameworks for ethical decision making in business including the four spheres of morality that executives must consider: their private lives, responsibilities as economic agents, roles as company leaders, and obligations beyond their firms. It also outlines different ethical theories like consequentialism, rights-based ethics, and virtue ethics. The document advocates for leaders to answer their "call" to business by creating ethical corporate cultures and serving as virtuous role models through servant leadership.
This document discusses the importance of ethics in organizations. It provides examples of unethical behavior from companies like Enron and the recent Secret Service sex scandal. The document emphasizes that establishing a strong ethical culture and code of ethics is important for success. It also discusses the Sarbanes-Oxley Act, which aims to improve corporate accountability and transparency. Providing ethical training for employees can help limit unethical behavior and ensure people make sound decisions. Overall, organizations that uphold high ethical standards will maintain loyal clients and a positive reputation.
This document discusses various topics related to business ethics including definitions of ethics and values, ethical philosophies and dilemmas, ethical systems, personal and corporate ethical standards, and leadership styles. It provides examples of everyday concepts and values as well as an ethical dilemma case study about the Ford Pinto. The document aims to provide a framework for understanding and analyzing business ethics issues.
Fi 360 Presentation By Wayne Miller 2008goldenhinde
My presentation to the FI 360 Conference in May 2008. I was told by the conference organizer that it was the highest rated presentation at the conference.
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This document provides an overview of ethics awareness presented by Andrew L. Urich. It discusses how human nature is not inherently ethical and examines common rationalizations for unethical behavior. Key points include that ethics exists in gray areas, it is difficult to always act ethically, and awareness can change behavior. The document also provides guidelines for ethical decision making and references additional ethics resources.
This chapter introduces ethics and business ethics. It discusses why ethics is important in business due to impacts on stakeholders. It distinguishes ethical norms from other values and legal responsibilities from ethics. Ethical decision-making considers impacts rather than just legal compliance. The chapter presents a case study on a food company considering selling less meat and analyzes key ethical considerations around stakeholders and social values. It defines key ethics concepts like personal integrity, social responsibility, and stakeholders.
This document provides an overview of ethics and morals in business. It discusses how ancient Greek philosophers like Socrates, Plato, and Aristotle helped establish early concepts of ethics. It also examines how societal values and laws have increasingly shaped business ethics over time. The document uses the work of Peter Drucker and others to argue that managers have a responsibility to uphold ethics and avoid knowingly harming stakeholders. It summarizes that the history of business ethics involves applying everyday morality to commercial activities.
This document discusses ethics in science. It begins by defining science as the pursuit of knowledge through empirical evidence and logical reasoning. The document then discusses some ethical issues that can arise in scientific research, such as the use of human and animal subjects. It notes there are guidelines to ensure ethical treatment of research participants. The document also discusses the ethics of stem cell research, which some view as destroying potential human life, while others see its benefits for medical advances. It concludes by noting science can benefit society but also requires ethical oversight to avoid unintended harms.
This document provides an overview of a presentation on ethics awareness and managing an ethical workplace given by Andrew L. Urich to OGE Energy. The presentation discusses how human nature is not naturally ethical, examines common rationalizations for unethical behavior, and provides a guideline for ethical decision making. Key topics covered include how it is easier not to be ethical, beliefs about others' ethics, attitudes toward the company, and self-delusion through rationalization. Case problems are also presented to illustrate ethical dilemmas.
Having a good work ethic can positively change many aspects of one's life. The document describes how the author used to have a poor work ethic, being frustrated at their job, not caring about being late or absent, and having a rude attitude towards customers. They watched the clock waiting to leave and were about to quit without another job lined up. However, their attitude towards work has now completely changed for the better as they have taken on a new work ethic with many more hours of hard, dedicated work.
This document discusses generational differences in the modern multigenerational workforce. It outlines key events and attributes of four main generations currently in the workforce - the Silent Generation, Baby Boomers, Generation X, and Generation Y. There are intergenerational conflicts as each generation has a different perspective and approach to work based on the historical context in which they came of age. Managing a multigenerational workforce requires understanding these differences to effectively engage and retain talent from all generations.
Digital Art & Design for HCMS Future Business Leaders of AmericaBen Capozzi
This is a brief presentation I made to the Halifax County Middle School Future Business Leaders of America in January. Very smart kids and a real pleasure to visit with them!
This document discusses four generations currently in the workforce: the Silent Generation, Baby Boomers, Generation X, and Generation Y. It provides details on the defining historical events and experiences that shaped each generation, and how those experiences influence each generation's work values and styles. For example, the Silent Generation is described as conforming and risk-averse, while Baby Boomers are portrayed as wanting to enact social change. The document also notes challenges that arise from having a multigenerational workforce, such as different communication preferences and work-life balances across age groups.
Este documento presenta un catálogo de rubricas para la evaluación del aprendizaje en el Centro Universitario de Desarrollo Intelectual (CUDI). Explica qué es una rubrica, sus ventajas y cómo se diseñan. Además, incluye detalles sobre cómo evaluar esquemas, resúmenes, ensayos y otros tipos de actividades de aprendizaje mediante el uso de rubricas. El objetivo general es mejorar los procesos educativos en CUDI y proporcionar claridad a estudiantes y profesores sobre los criter
1) The document discusses the qualities of values-based leadership, highlighting six vital qualities: accepting challenges and risks, mastering listening and speaking, living by one's values, giving away authority, recognizing the best in others, and having a vision to inspire others.
2) It notes that values-based leaders live according to the values they profess, rather than having inconsistent words and actions. They empower their employees and help them achieve their strengths.
3) The document advocates that strong leadership requires having a vision for the future and convincing others to share that vision through inspiration. Values-based leadership is guided by core principles.
This document discusses rebuilding from the recession through principles of "Franciscanomics". It provides context on the state of the economy from 2010-2011, including headlines declaring both the end and continuation of the recession. It discusses challenges like high unemployment, corporate scandals, income inequality, and the debate around trickle-down economics. It suggests rebuilding through principles like helping one another, restoring integrity, and proving there are still honorable people working to solve social problems.
This document discusses rebuilding the economy from the recession through principles inspired by St. Francis of Assisi, known as "Francis-canomics". It suggests that just as the early Franciscans helped end corrupt feudalism through compassion for the suffering, small acts of goodwill and integrity from business leaders could help restore faith in the economy and encourage job creation from the bottom up.
Concept Schools Turning Students Into LeadersGeorge Brymer
This document discusses turning students into leaders and the top 10 skills future leaders will need to possess. Some of the key skills discussed include: taking risks, failing and learning from mistakes, speaking multiple languages, sharing knowledge with others, and resolving conflicts. The overall message is that leadership skills can be developed in students by teaching them skills like risk-taking, learning from failures, collaboration, and resolving conflicts.
The document discusses various frameworks for ethical decision making in business including the four spheres of morality that executives must consider: their private lives, responsibilities as economic agents, as company leaders, and beyond their firm's boundaries. It also outlines different ethical theories like consequentialism, rights-based ethics, and virtue ethics. The document advocates for leaders to answer their call to business through servant leadership and creating an ethical corporate culture.
The document discusses various frameworks for ethical decision making in business including the four spheres of morality that executives must consider: their private lives, responsibilities as economic agents, roles as company leaders, and obligations beyond their firms. It also outlines different ethical theories like consequentialism, rights-based ethics, and virtue ethics. The document advocates for leaders to answer their "call" to business by creating ethical corporate cultures and serving as virtuous role models through servant leadership.
This document discusses the importance of ethics in organizations. It provides examples of unethical behavior from companies like Enron and the recent Secret Service sex scandal. The document emphasizes that establishing a strong ethical culture and code of ethics is important for success. It also discusses the Sarbanes-Oxley Act, which aims to improve corporate accountability and transparency. Providing ethical training for employees can help limit unethical behavior and ensure people make sound decisions. Overall, organizations that uphold high ethical standards will maintain loyal clients and a positive reputation.
This document discusses various topics related to business ethics including definitions of ethics and values, ethical philosophies and dilemmas, ethical systems, personal and corporate ethical standards, and leadership styles. It provides examples of everyday concepts and values as well as an ethical dilemma case study about the Ford Pinto. The document aims to provide a framework for understanding and analyzing business ethics issues.
Fi 360 Presentation By Wayne Miller 2008goldenhinde
My presentation to the FI 360 Conference in May 2008. I was told by the conference organizer that it was the highest rated presentation at the conference.
Aca Code Of Ethics Essay
Codes of Ethics Essay
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Code Of Ethics And Ethics Essay
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Code Of Ethics Paper
This document provides an overview of ethics awareness presented by Andrew L. Urich. It discusses how human nature is not inherently ethical and examines common rationalizations for unethical behavior. Key points include that ethics exists in gray areas, it is difficult to always act ethically, and awareness can change behavior. The document also provides guidelines for ethical decision making and references additional ethics resources.
This chapter introduces ethics and business ethics. It discusses why ethics is important in business due to impacts on stakeholders. It distinguishes ethical norms from other values and legal responsibilities from ethics. Ethical decision-making considers impacts rather than just legal compliance. The chapter presents a case study on a food company considering selling less meat and analyzes key ethical considerations around stakeholders and social values. It defines key ethics concepts like personal integrity, social responsibility, and stakeholders.
This document provides an overview of ethics and morals in business. It discusses how ancient Greek philosophers like Socrates, Plato, and Aristotle helped establish early concepts of ethics. It also examines how societal values and laws have increasingly shaped business ethics over time. The document uses the work of Peter Drucker and others to argue that managers have a responsibility to uphold ethics and avoid knowingly harming stakeholders. It summarizes that the history of business ethics involves applying everyday morality to commercial activities.
This document discusses ethics in science. It begins by defining science as the pursuit of knowledge through empirical evidence and logical reasoning. The document then discusses some ethical issues that can arise in scientific research, such as the use of human and animal subjects. It notes there are guidelines to ensure ethical treatment of research participants. The document also discusses the ethics of stem cell research, which some view as destroying potential human life, while others see its benefits for medical advances. It concludes by noting science can benefit society but also requires ethical oversight to avoid unintended harms.
This document provides an overview of a presentation on ethics awareness and managing an ethical workplace given by Andrew L. Urich to OGE Energy. The presentation discusses how human nature is not naturally ethical, examines common rationalizations for unethical behavior, and provides a guideline for ethical decision making. Key topics covered include how it is easier not to be ethical, beliefs about others' ethics, attitudes toward the company, and self-delusion through rationalization. Case problems are also presented to illustrate ethical dilemmas.
Having a good work ethic can positively change many aspects of one's life. The document describes how the author used to have a poor work ethic, being frustrated at their job, not caring about being late or absent, and having a rude attitude towards customers. They watched the clock waiting to leave and were about to quit without another job lined up. However, their attitude towards work has now completely changed for the better as they have taken on a new work ethic with many more hours of hard, dedicated work.
Essay On Disadvantages Of Social Networking SitesMichelle Price
The document outlines 5 steps for requesting and receiving a paper writing service from HelpWriting.net:
1. Create an account by providing a password and email.
2. Complete a 10-minute order form with instructions, sources, and deadline.
3. Choose a writer based on their bid, qualifications, history, and feedback.
4. Review the completed paper and authorize payment if pleased.
5. Request revisions to ensure satisfaction, with a refund option for plagiarism.
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Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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Gahanna CVB
1. Welcome to the Age of Corporate Governance
Gahanna Convention & Visitors Bureau
February 10, 2012
2. “Directors are like
parsley on fish—
decorative but
useless.”
Irving Olds, former board chair of U.S. Steel
3. “All over the world, people just
like us serve on all sorts of boards.
Some work incredibly well. Some
leave members shell shocked or
numb with frustration.”
The Montessori Foundation
“Serving on a Nonprofit Board”
4. The days of “sitting” on a
nonprofit board are over.
5. “Many organizational
leaders...come to the
charitable sector
motivated by the
mission of the
organization and may
not always have the
requisite governance
and financial
knowledge.”
PANEL ON THE
NONPROFIT SECTOR
6. the top
10 things
Your Nonprofit Board
Needs to Know
(plus One Bonus Tip)
8. “You will be confronted
with questions every day
that test your morals.
Think carefully, and for
your sake, do the right
thing, not the easy thing.”
Commencement Speaker
St. Anselm College, 2002
10. Strong Fundamental Values
“We must demand of ourselves
and of each other the highest
standards of individual and
corporate integrity. We safeguard
company assets. We comply with
all company policies and laws.”
Source: The Tyco Guide to Ethical Conduct
11. Regency mahogany
bookcase, c. 1810, $105,000
“We safeguard George I walnut tallcase
clock, $113,750
company assets.”
Custom queen bed skirt,
$4,995
Ascherberg grand piano,
c. 1895, $77,000
Chandelier, Painted Iron,
c. 1930, $32,500
Pair of Italian armchairs,
c. 1780, $64,278
Persian rug, 20 feet by 14
feet, $191,250
13. “We’ve got this idea
that business means
anything goes. ”
R. Edward Freeman, Director
Olsson Center for Applied Ethics
14. “It can be easy for
non-profits to feel that
the problems of the
private sector don’t
relate to them...”
–Stephen D. Potts, Fellows Chairman
Ethics Resource Center
15. “...that the ‘good
people’ who populate
the non-profit world
are, by nature, more
trustworthy.”
–Stephen D. Potts, Fellows Chairman
Ethics Resource Center
16. “This is a
dangerous
assumption.”
Stephen D. Potts, Fellows Chairman
Ethics Resource Center
17. “Anderson
woman pleads
guilty to Humane
Society theft”
Headline / The Herald Bulletin / 05.11.2009
18. “Her attorney...presented
the court with several
character letters from
acquaintances and
co-workers, and said
Sullivan provides live-in
care for her sick mother.”
Justin Schneider
The Herald Bulletin
19. “We haven’t had a serious
review of the tax-exempt
laws since 1969. The world
has changed since then,
and so has the charitable
community.” –Senator Chuck Grassley,
Senate Committee on Finance
23. Duty of Care
Board members have
an obligation to make
informed decisions
and to act with care
in their actions.
24. Commonly described
as the “care that an
ordinarily prudent
person would exercise
in a like position and
under similar
circumstances.”
25. New York’s Board of
Regents replaced
eighteen of Adelphi
University’s 19
trustees for acting
“blindly, recklessly
and heedlessly” in
determining the
compensation of the
university’s president.
26. REMINDER The duty of care legally
requires every board member to
participate in meetings, provide
operational and policy oversight,
and exercise a reasonable level
of care in making decisions on
the organization’s behalf.
42. “The duty of obedience is
often overlooked...precisely
because it is so basic as to
be almost invisible.”
Rob Atkinson
Professor of Law, Florida State University
44. Articles of
incorporation
Comply with:
By-laws and other
governing documents
Local, state, and
federal laws
Registration and
reporting requirements
IRS regulations
47. “One of the primary duties
of the board of directors of a
charitable organization is to ensure
that all financial matters of the
organization are conducted legally,
ethically, and in accordance with
proper accounting rules.”
PANEL ON THE NONPROFIT SECTOR
Report to Congress and the Nonprofit Sector on
Governance, Transparency, and Accountability
48. Nonprofit boards
need accounting geeks
who understand finances
themselves and who can
make the numbers
meaningful to
everyone else.
49. “Accountants aren’t
just boring geeks
anymore. We’re hot!”
Eva Rosenberg, author of Small Business Taxes Made Easy
56. “Most of the lawsuits filed against nonprofit
directors and officers involve some form of
employment practices liability. Insurers are
becoming more keenly aware of this exposure
and some have made subtle policy changes
that restrict coverage in these areas.”
Alliance of Nonprofits
“Key Facts About Insurance and Legal Liability”
59. “A volunteer of a nonprofit organization
generally will be relieved of liability for
harm if the volunteer was acting within
the scope of his responsibilities and if
he was properly licensed, certified, or
authorized for the activities.”
Volunteer Protection Act of 1997
Section 4. Limitation on Liability for Volunteers
62. “People are
basically honest.
And they’re even
more honest when
you watch them.”
attributed to Alan “Ace” Greenberg
The Bear Stearns Companies
63. United States Sentencing Commission
“Criminal liability can attach to an
organization whenever an employee
of the organization commits an act
within the apparent scope of his or
her employment, even if the employee
acted directly contrary to company
policy and instructions.”
Paula Desio, “An Overview of the Organizational Guidelines”
64. PRO
ACT U.S. Federal
Sentencing Guidelines
IVE Seven guidelines used
to determine whether
an organization shares
responsibility for the
misbehavior of its
employees; adherence
can mitigate penalties
and fines.
65. Establish compliance standards
and procedures for employees
and other agents to follow that
are reasonably capable of
reducing the prospect of
criminal conduct.
66. codeofconduct:
POLICY COVERING THE ORGANIZATION’S
STANCE ON—AND EACH EMPLOYEE’S
RESPONSIBILITY FOR—WORKPLACE
ISSUES, INCLUDING HARASSMENT,
DIVERSITY, CONFLICTS OF INTEREST,
VIOLENCE, CONFIDENTIALITY, AND
EQUAL OPPORTUNITY.
67. “Was that wrong? Should I have not
done that? I tell you I gotta plead
ignorance on this thing because if
anyone had said anything to me at all
when I first started here that that sort of
thing was frowned upon, you know,
cause I’ve worked in a lot of offices and
I tell you people do that all the time.”
George Costanza
Seinfeld, Episode 29
68. • Board Member Agreement
• Board Self-Assessment
• Code of Ethics
• Conflict of Interest
• Confidentiality
• Electronic Media
• Equal Employment Opportunity
• Executive Compensation
• Financial Audits
• Gift Acceptance
• Investments
• Lobbying and Political Activity
• Mission Statement
• Record Retention and Document
Destruction
• Whistleblower Protection
• Workplace Environment
69. “One explanation that’s common in
the field of business ethics, and this
may sound shocking, is that they
just didn’t recognize the ethical
issue for what it really was.”
Thomas Dunfee, Wharton professor
72. Exercise “due care” not to
delegate discretionary authority
to individuals with a known
propensity to engage in
illegal activities.
73. “I look forward to
pursuing my new
responsibilities and
continuing to make a
contribution as part of
Rite Aid’s world-class
team.”
-Chris Hall
Senior VP-Real Estate and Planning
former Chief Financial Officer
74. 57 percent of job
applicants believe that
telling lies during a job
interview is acceptable
SOURCE: SHL
76. Take steps to effectively
communicate—to all levels
of employees—the rules and
expectations, such as holding
mandatory training programs and
distributing written materials.
77. “Ethics programs are
associated with higher
perceptions that employees
are held accountable for
ethics violations.”
Source: Ethics Resource Center
79. Take reasonable steps to
achieve compliance, including
the use of monitoring and
auditing systems designed to
detect criminal conduct and
methods for employees to
report suspected wrongdoing
without the fear of retaliation.
82. Consistently enforce the
standards through appropriate
disciplinary mechanisms,
including punishing individuals
responsible for failing to
detect an offense.
83. WorldCom created “a
negative culture for
compliance. It
emphasized making the
numbers before all else.”
– Deborah House, VP and Deputy General Counsel
for Corporate Compliance, Fannie Mae
84. Once an offense has
been detected, take all
reasonable steps to respond
appropriately and prevent
further similar offenses.
88. “This mitigating credit under
the guidelines is contingent upon
prompt reporting to the authorities
and the non-involvement of high
level personnel in the actual
offense conduct.”
Paula Desio, “An Overview of the
Organizational Guidelines”
89. 8. Although they’re not your employees,
it’s your responsibility to ensure that
staff members are treated fairly.
90. fairlaborpractices
Fair Labor Standards Act of
1938 (FLSA)
Stipulates minimum requirements for
compensation issues such as wages,
overtime, and equal pay, and specifies
those employee classes exempted
from its provisions.
91. “In fiscal year 2008, more than 197,000
employees received a total of $140.2
million in minimum wage and overtime
back wages as a result of Fair Labor
Standards Act (FLSA) violations.”
U.S. Department of Labor
2008 Statistics Fact Sheet
92. Are your employees “suffering” overtime?
Non-exempt employees are prohibited from
working more than 40 hours a week unless they
are paid time and a half of their hourly rate.
Example: An administrative assistant attends a
board meeting one night to take minutes and
the hours put the assistant over the 40-hour
limitation. Did you pay the assistant overtime?
Example: A bookkeeper attends your social
fundraising event on Saturday evening to help
count money. Is it overtime?
93. “New lawsuit claims
back pay for some
part-time employees”
Headline / FederalTimes.com / 04.17.2007
96. “Termination of
employees seeking
FMLA leave continues
to be the primary reason
that employees filed a
complaint.”
U.S. Department of Labor
2008 Statistics Fact Sheet
103. “Potential donors seek
more information than ever
before when determining
whether to respond to a
charitable appeal.”
– Art Taylor, BBB Wise Giving Alliance
104. Spend at least 65 percent of total
expenses on program activities.
Spend no more than 35 percent of
related contributions on fundraising.
Avoid accumulating funds that could
be used for current program activities.
107. Sarbanes-Oxley Act of 2002
Public Company Accounting Reform
and Investor Protection Act
108. CORPORATEGOVERNANCE
Requirement of boards and
auditors to oversee, direct, and
report the organization’s practices
on behalf of its shareholders.
109. “
WHILE NEARLY ALL OF
THE PROVISIONS OF THE
ACT APPLY ONLY TO
PUBLICLY TRADED
BoardSource CORPORATIONS, THE
PASSAGE OF THE BILL
SERVED AS A WAKE-UP
CALL TO THE ENTIRE
NONPROFIT COMMUNITY.”
112. “All nonprofit organizations that
conduct outside audits, particularly
medium to large organizations, should
consider forming an audit committee
and should separate the audit
committee from the finance
committee.”
–BoardSource, “The Sarbanes-Oxley Act and
Implications for Nonprofit Organizations”
114. I
Independent auditors
must be rotated and may
not provide consulting
services unrelated to the
organization’s audit.
115. Changing auditors every five
years ensures fresh scrutiny. If
that’s not practical, an option is
to ask the auditing firm to assign
a different reviewing partner
every five years.
116. “Nonprofit organizations
would be well served to
adopt the Sarbanes-Oxley
rule of preventing auditing
firms from providing non-
auditing services.”
BoardSource
117. exceptions:
AUDITING FIRMS OFTEN PROVIDE
TAX SERVICES AND PREPARE
FORM 990 FOR THEIR NONPROFIT
CLIENTS. SUCH ARRANGEMENTS
MAY ACTUALLY REDUCE A
NONPROFIT’S EXPENSES.
118. M
Management’s
compensation should
be determined based on
achievement of objective,
predetermined goals.
119. “Senators critical of
salary expenses at
Boys & Girls Clubs
of America”
Headline / The Washington Post / 03.13.2010
120. Without specific,
WARNING
measurable, and well-
communicated grading
criteria, outsiders will
assume the worst about
how evaluation decisions
are determined.
123. “Employees who learned about
improper corporate adjustments appear
to have feared senior management’s
criticism or even the loss of
their jobs. It was common for
employees to be denigrated in
public about their work.”
Source: Report of Investigation by the Special Investigative
Committee of the Board of Directors of WorldCom
124. SAFETY FIRST
Organizations
must focus on
identifying and
removing problems,
not on shooting
the messenger.
125. M Monitor, justify, and
carefully administer
intentional document
destruction.
126. I said, “Ship the documents to the feds.”
She heard, “Rip the documents to shreds.”
131. More personal job satisfaction
Higher team tolerance for
Good Cohesion disruptions
results in higher Less turnover
individual effort
Greater adherence to group
norms
132. Cohesion can
also have negative
effects on group
performance. And
when it’s bad, it’s
really, really bad.
133. “Because people value their membership
in cohesive groups, they are willing to
adjust their behavior to group standards.”
SUSAN CAROL LOSH, Ph.D.
FLORIDA STATE UNIVERSITY
134. GROUPTHINK
occurs when the pressure to
conform within a group
interferes with the group’s
decision making ability.
136. Solomon Asch
Subjects went along with the clearly
erroneous majority 33 percent of the time
74 percent conformed to the
majority at least once
28 percent conformed more
than half the time
137. “The tendency to conformity
in our society is so strong
that reasonably intelligent
and well-meaning young
people are willing to call
white black.”
Solomon Asch
1951
138. Groupthink stops members
from suggesting ideas that
might deviate from the
collective opinion, causing
a deceptive appearance of
group consensus
when, in fact, only one
approach is considered.
139. the top
10 things
Your Nonprofit Board
Needs to Know
(plus One Bonus Tip)
140. Welcome to the Age of Corporate Governance
Gahanna Convention & Visitors Bureau
February 10, 2012