This presentation was given to MBA Alumni of the Berkeley-Haas School of Business on April 30, 2011. The presenters were Dr. Nora Silver, Director and Adjunct Professor of the Center for Nonprofit and Public Leadership, and Paul Jansen, Director Emeritus of the Social Sector Practice of McKinsey and Co. For more information: http://nonprofit.haas.berkeley.edu
Lisa C. Burford of LCB Consulting, LLC delivered a presentation on engaging nonprofit boards of directors on June 22, 2016 at the United Way of the National Capital Area's "Bored with Board Development?" Workshop.
This presentation was given to MBA Alumni of the Berkeley-Haas School of Business on April 30, 2011. The presenters were Dr. Nora Silver, Director and Adjunct Professor of the Center for Nonprofit and Public Leadership, and Paul Jansen, Director Emeritus of the Social Sector Practice of McKinsey and Co. For more information: http://nonprofit.haas.berkeley.edu
Lisa C. Burford of LCB Consulting, LLC delivered a presentation on engaging nonprofit boards of directors on June 22, 2016 at the United Way of the National Capital Area's "Bored with Board Development?" Workshop.
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
Nonprofit Advocacy: Lobbying and Election-Related Activities for 501(c)(3)s4Good.org
Many nonprofits often desire certain legislative and public policy changes by our legislators and publicly elected officials to help further or achieve their charitable missions. Nonprofits, however, often avoid advocating for such changes because the IRS rules regarding nonprofit advocacy tend to be complex and commonly misunderstood. 501(c)(3) organizations in particular are often unsure or unaware of which advocacy activities are permissible and which advocacy activities may jeopardize their tax-exempt status. Additionally, nonprofit advocacy and compliance with IRS regulations is a common hot topic for other groups such as the media, public, and authorities, especially during election years. Given the increased attention and scrutiny to nonprofit lobbying and election-related activities that is to be expected this year, 501(c)(3) organizations would greatly benefit from becoming knowledgeable about nonprofit advocacy rules.
About the Stand for Your Mission CampaignBoardSource
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
Have you thought about starting a nonprofit or foundation and are not sure where to begin? Or, perhaps you're "stuck" trying to complete the confusing and complicated IRS paperwork.
If you answered "yes" to either of these questions, you'll want to view our presentation on the 7 Secrets to Starting a Nonprofit or Foundation.
This presentation will show you, step by step, what to do when applying for tax exempt status and what to expect once you have submitted your application. We'll also share the secrets we have learned about how to avoid excessive delays, (including the three things you must never do) and specifically what the IRS is looking for when evaluating nonprofit applications.
Think Outside the Boss provides community members an introduction into the nuts and bolts of starting and running a cooperatively owned business. We provide an overview of legal issues in an accessible way to help you understand the relationships between cooperatives, employment, and community wealth-building.
Think Outside the Boss was created by the Sustainable Economies Law Center (SELC) and the Green Collar Communities Clinic (GC3), a project of the East Bay Community Law Center (EBCLC).
Within it, we answer such questions as:
What is a worker-owned business?
What's the advantage of forming a cooperative business?
How do you run a business democratically?
How do you spread ownership and control across a group of people?
What's the tax and accounting issues in a cooperative?
How do you raise money from your members, your community, and even the bank?
What are the employment and labor laws about how to treat your workers?
Representing a Not-For-Profit (SERIES: ONE HOUR LAW SCHOOL 2.0 - TELL ME WHAT...Sylvia Masuda
To view the accompanying webinar, visit: https://www.financialpoise.com/financialpoisewebinars/view-webinar/?id=253875254&slides=9tLnzIBjoDZE6c
Not every organization exists to benefit its owners. Learn the basics of mission-driven organizations – not-for-profits – so you can start one or serve one as an advisor, volunteer, director or employee. In this webinar we cover the key differences between for-profit and not-for-profit organizations, including their capitalization, taxation and governance, and provide tips for assuring continued tax-exemption and continued operations.
Slides from a talk on how to train and run a non-profit Board of Directors. Focus on non-profits with high board turnover and relatively inexperienced board members.
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
Nonprofit Advocacy: Lobbying and Election-Related Activities for 501(c)(3)s4Good.org
Many nonprofits often desire certain legislative and public policy changes by our legislators and publicly elected officials to help further or achieve their charitable missions. Nonprofits, however, often avoid advocating for such changes because the IRS rules regarding nonprofit advocacy tend to be complex and commonly misunderstood. 501(c)(3) organizations in particular are often unsure or unaware of which advocacy activities are permissible and which advocacy activities may jeopardize their tax-exempt status. Additionally, nonprofit advocacy and compliance with IRS regulations is a common hot topic for other groups such as the media, public, and authorities, especially during election years. Given the increased attention and scrutiny to nonprofit lobbying and election-related activities that is to be expected this year, 501(c)(3) organizations would greatly benefit from becoming knowledgeable about nonprofit advocacy rules.
About the Stand for Your Mission CampaignBoardSource
The Stand for Your Mission campaign is a challenge to all nonprofit decision-makers to stand up for the organizations they believe in by actively representing their organization’s mission and values, and creating public will for positive social change.
Have you thought about starting a nonprofit or foundation and are not sure where to begin? Or, perhaps you're "stuck" trying to complete the confusing and complicated IRS paperwork.
If you answered "yes" to either of these questions, you'll want to view our presentation on the 7 Secrets to Starting a Nonprofit or Foundation.
This presentation will show you, step by step, what to do when applying for tax exempt status and what to expect once you have submitted your application. We'll also share the secrets we have learned about how to avoid excessive delays, (including the three things you must never do) and specifically what the IRS is looking for when evaluating nonprofit applications.
Think Outside the Boss provides community members an introduction into the nuts and bolts of starting and running a cooperatively owned business. We provide an overview of legal issues in an accessible way to help you understand the relationships between cooperatives, employment, and community wealth-building.
Think Outside the Boss was created by the Sustainable Economies Law Center (SELC) and the Green Collar Communities Clinic (GC3), a project of the East Bay Community Law Center (EBCLC).
Within it, we answer such questions as:
What is a worker-owned business?
What's the advantage of forming a cooperative business?
How do you run a business democratically?
How do you spread ownership and control across a group of people?
What's the tax and accounting issues in a cooperative?
How do you raise money from your members, your community, and even the bank?
What are the employment and labor laws about how to treat your workers?
Representing a Not-For-Profit (SERIES: ONE HOUR LAW SCHOOL 2.0 - TELL ME WHAT...Sylvia Masuda
To view the accompanying webinar, visit: https://www.financialpoise.com/financialpoisewebinars/view-webinar/?id=253875254&slides=9tLnzIBjoDZE6c
Not every organization exists to benefit its owners. Learn the basics of mission-driven organizations – not-for-profits – so you can start one or serve one as an advisor, volunteer, director or employee. In this webinar we cover the key differences between for-profit and not-for-profit organizations, including their capitalization, taxation and governance, and provide tips for assuring continued tax-exemption and continued operations.
Slides from a talk on how to train and run a non-profit Board of Directors. Focus on non-profits with high board turnover and relatively inexperienced board members.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
Principal of Management Report : Pharmaplex CompanyShahzeb Pirzada
Shahzeb Pirzada and his group partners make a report on a survey of a company "Pharmaplex".....
Course: Principal of Management
Details:
The organization is truly product based organization, the task provided to us is to know hierarchy of the organization the way they deal along with their products the management levels of their organization, the shareholders, the profit loss of the organization, the distribution of their products in market, to know their policy of leading their business to the peaks of the sky.
Chapter 1 Introduction to Organizational BehaviorOutline · O.docxsleeperharwell
Chapter 1 Introduction to Organizational Behavior
Outline
· Overview
· What Is Organizational Behavior?
· Challenges for Organizational Behavior
· Challenge 1: The Changing Social and Cultural Environment
· Challenge 2: The Evolving Global Environment
· Challenge 3: Advancing Information Technology
· Challenge 4: Shifting Work and Employment Relationships
· Summary
· Exercises in Understanding and Managing Organizational Behavior
· Appendix 1: A Short History of Organizational Behavior
What is Organizational Behavior?
To begin our study of organizational behavior, we could just say that it is the study of behavior in organizations and the study of the behavior of organizations, but such a definition reveals nothing about what this study involves or examines. To reach a more useful and meaningful definition, let’s first look at what an organization is. An organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. The goals are what individuals are trying to accomplish as members of an organization (earning a lot of money, helping promote a worthy cause, achieving certain levels of personal power and prestige, enjoying a satisfying work experience, and so forth). The goals are also what the organization as a whole is trying to accomplish (providing innovative goods and services that customers want; getting candidates elected; raising money for medical research; making a profit to reward stockholders, managers, and employees; and being socially responsible and protecting the natural environment). An effective organization is one that achieves its goals.
Organization
A collection of people who work together and coordinate their actions to achieve individual and organizational goals.
Police forces, for example, are formed to achieve the goals of providing security for law-abiding citizens and providing police officers with a secure, rewarding career while they perform their valuable services. Paramount Pictures was formed to achieve the goal of providing people with entertainment while making a profit in the process. Actors, directors, writers, and musicians receive well-paid and interesting work.
Organizations exist to provide goods and services that people want, and the amount and quality of these goods and services are products of the behaviors and performance of an organization’s employees—of its managers, of highly skilled employees in sales or research and development, and of the employees who actually produce or provide the goods and services. Today, most people make their living by working in or for some kind of company or organization. People such as a company’s owners or managers—or company employees who desire to become future owners or managers—all benefit from studying organizational behavior. Indeed, people who seek to help or volunteer their time to work in nonprofit or charitable organizations also must learn the principles of organizational behavior. Like most employ.
1. Governance
What distinguishes exemplary
boards is they are robust,
effective, social systems.
Questus Strategies | 7331 Monica Lane, Evergreen, CO 80439 | 303-881-6786 | www.questusstrategies.com | www.rsolosky.com | @rsolosky
6. Governance Axioms
1. The operational leader and the board must work as equal
members of a team rather than one subordinate to the
other.
2. The work of the two does not divide neatly into policy-
making versus execution of policy; each need to be
involved with both functions and must coordinate their
work accordingly. often
3. In a well-functioning nonprofit organization, the
operational leader will take responsibility for assuring
that the governance function is properly organized and
maintained.
- Peter F. Drucker
(Paraphrased from Nonprofit Management & Leadership: Lessons for Successful Nonprofit Governance - 2006)
9. Legality
Corporate Directors are held accountable
under the law for the following:
• Making sure the organization is
run in such a way that it returns
profit to its shareholders.
• Ensuring the organization
complies with the law.
• Safeguarding the financial
health and physical assets of
the organization.
10. Governance
• The board is comprised of individuals.
• However, a director – or even a group of
directors – can not set policy, give directions
to staff and volunteers, or make
commitments on behalf of the organization.
• Only the full board, acting as a
unit, can do these things.
11. Fundraising
1. Make a Financial Contribution
2. Recruitment of New Members
3. Solicit Contributions
4. Oversee Fundraising Efforts
12. Board members and the board as a whole,
must exercise due diligence and the kind of
judgment that ordinary, prudent people
would in similar circumstances.
Duty of Care
Discuss ways to fulfill…
13. Board members and the board as a whole,
must put the best interests of the
organization first.
Discuss ways to fulfill…
Duty of Loyalty
14. Each board member and the board as a
whole, must comply with the organization’s
policies and with all applicable local, state,
and federal laws and regulations.
Duty of Obedience
Discuss ways to fulfill…
15. Creating Progress
“Don’t Push Growth, Remove the
Factors Limiting Growth”
Peter Senge, The Fifth Discipline -
The Art & Practice of the Learning Organization
16. Board Development
"What are the three most
important things for the board
to accomplish this year, and
what kind of board members
do we need in order to do so?"
17. Executive Transition
1. Develop Strong Board with a Public Role
2. Conduct Organizational Assessment
• Define Organizational Vision
• Evaluate Financial Stability
• Assess Business Model
• Understand Organizational Challenges
• Identify Executive Skills
3. Develop Transitional Plan
4. Communicate with Stakeholders
19. Systemic Planning Process
Who
Are We?
Where Are
We?
How Did
We Get
Here?
Where Do
We Go
Next?
How Do
We Get
There?
Adapted from “The Nonprofit Strategy Revolution”
Step One
Step Two
Step Three
22. Lifecycle Analysis
Stage Key Question
Grass Roots - Invention Is the Dream Feasible?
Startup - Incubation How Do we get started?
Adolescent - Growing How can we build this to be viable?
Mature – Sustainability How can we ensure sustainability?
Stagnation & Renewal How, if any can we renew?
Decline & Shutdown Should we close?
23. Lifecycle Analysis
with respect to functionality…
• Administration & Systems
• Staffing
• Governance
• Finances
• Marketing
• Programming
