The document discusses the key difference between the governance of for-profit and non-profit organizations. It argues that the most fundamental difference is ownership, as for-profits have clearly defined shareholders while non-profits do not have a single defined owner. This lack of clear ownership in non-profits has led to inconsistencies in governance models and dysfunction in some organizations. The document concludes that clarifying who the board is accountable to through bylaws and policies could help non-profits better serve their stakeholders and fulfill their missions.
The Board Chair + Executive Director Relationship: How to Become a Leading PairBloomerang
The nature of the relationship between the leadership staff and the Board of Directors is the barometer for your nonprofit’s effectiveness to deliver on its mission and raise funds for your mission. The ideal environment in which your nonprofit can thrive will in large part be related to the nature of the relationship between the Board and Leadership staff.
This relationship is one of the most complex, often messy relationships on the planet! Communication skills are hampered by the often-awkward relationship between the board chair and executive director. It can be awkward because the Executive Director is often told they must educate their board on the board’s roles, especially when it comes to fundraising. However, and in fact, the board is in the legal position of “boss” to the Executive Director. In my 30+ years of involvement in the nonprofit world as both a board member and executive director I can attest to boards becoming defensive when being “educated” by their staff.
In this webinar you will learn:
- A model of communication specifically designed for the Board Chair / Executive Director relationship
- A sample set of Communication Guidelines for all internal communications
- Learn why Fiduciary Duties have been translated into Board Roles & Responsibilities and what the Franciscan Friars of the 1400’s had to do with it!
- How to “Call a Learning Circle” for board roles that does not thrust anyone into “educator role.”
Tina Tinde, International independent Diversity Advisor, talks about the opportunities, social media offers to support diversity objectives in international recruitment.
I attended the RGS-IBG Annual International Conference 2015 (Exeter, UK) and presented a paper in the "Critical geographies of the sharing economy - Sharing places" session on Thursday 03 September 2015, Session 3 (14:40 - 16:20).
The Board Chair + Executive Director Relationship: How to Become a Leading PairBloomerang
The nature of the relationship between the leadership staff and the Board of Directors is the barometer for your nonprofit’s effectiveness to deliver on its mission and raise funds for your mission. The ideal environment in which your nonprofit can thrive will in large part be related to the nature of the relationship between the Board and Leadership staff.
This relationship is one of the most complex, often messy relationships on the planet! Communication skills are hampered by the often-awkward relationship between the board chair and executive director. It can be awkward because the Executive Director is often told they must educate their board on the board’s roles, especially when it comes to fundraising. However, and in fact, the board is in the legal position of “boss” to the Executive Director. In my 30+ years of involvement in the nonprofit world as both a board member and executive director I can attest to boards becoming defensive when being “educated” by their staff.
In this webinar you will learn:
- A model of communication specifically designed for the Board Chair / Executive Director relationship
- A sample set of Communication Guidelines for all internal communications
- Learn why Fiduciary Duties have been translated into Board Roles & Responsibilities and what the Franciscan Friars of the 1400’s had to do with it!
- How to “Call a Learning Circle” for board roles that does not thrust anyone into “educator role.”
Tina Tinde, International independent Diversity Advisor, talks about the opportunities, social media offers to support diversity objectives in international recruitment.
I attended the RGS-IBG Annual International Conference 2015 (Exeter, UK) and presented a paper in the "Critical geographies of the sharing economy - Sharing places" session on Thursday 03 September 2015, Session 3 (14:40 - 16:20).
A review of currently available data and information to understand the gender wage gap and some of its root causes. More information available at www.michellepetrazzuolo.com/recent-work
What's Next in women's leadership looks at the recent research on women and leadership. this presentation was given to Div 13 mid-winter meeting in Atlanta, Ga
In this article, I endeavors to develop an emerging paradigm of leadership for our organizations known as "leaderful practice." Leaderful practice constitutes a direct challenge to the conventional view of leadership as "being out in front." It is submitted that in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus, the article makes the case that the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.
Design of a Balanced Scorecard on Nonprofit Organizations (Study on Yayasan P...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
A review of currently available data and information to understand the gender wage gap and some of its root causes. More information available at www.michellepetrazzuolo.com/recent-work
What's Next in women's leadership looks at the recent research on women and leadership. this presentation was given to Div 13 mid-winter meeting in Atlanta, Ga
In this article, I endeavors to develop an emerging paradigm of leadership for our organizations known as "leaderful practice." Leaderful practice constitutes a direct challenge to the conventional view of leadership as "being out in front." It is submitted that in the 21st Century organization, everyone will need to share the experience of serving as a leader, not sequentially, but concurrently and collectively. In other words, leaders co-exist at the same time and all together. In addition, each member of an organization will be encouraged to make a unique contribution to its growth, both independently and interdependently with others. In this sense, organizational members will aspire to become fervently collaborative, which in turn is derived from their compassion toward other human beings. Their well-developed sense of self permits them to develop a deep consideration of others. Thus, the article makes the case that the only possible way to lead ourselves out of trouble in management is to become mutual and to share leadership.
Design of a Balanced Scorecard on Nonprofit Organizations (Study on Yayasan P...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Dr. David Kolzow is President of Team Kolzow Inc., which provides economic development consulting services. He recently served as the Chair of the Department of Economic Development & Planning at the University of Southern Mississippi for four years. He has close to 40 years of consulting experience in site selection, real estate development planning, and community economic development. His past clients include numerous communities, states, and some of the largest land developers in the nation.
The Corporate Ethics CommitteeIn some organizations, ethics is m.docxmehek4
The Corporate Ethics Committee
In some organizations, ethics is managed by a corporate committee staffed by seniorlevel
managers from a variety of functional areas. This committee is set up to provide
ethical oversight and policy guidance for CEO and management decisions.12 It also
represents an affirmation that top management really cares about ethics.
At Lockheed Martin, the Ethics and Business Conduct Steering Committee
meets once every quarter and has done so since 1995. The committee provides the
organization with strategic direction and oversight on matters of ethics and business
conduct. Each business area and business unit has also established a steering committee
to oversee its ethics and business conduct operations. Members of the corporate
committee include the general counsel (committee chairman), executives of large
operating entities, and vice presidents from functional areas such as human resources,
finance, audit, and communications. The two-way communication between the ethics
office and these senior executives is essential. It gives the ethics office information
about what concerns senior-level management, and it gives the firm’s leadership
information about the types of issues that are coming into the ethics office from
employees. The group’s role is viewed as strategic. The steering committees at all
levels of the corporation review the ethics awareness training and business conduct
compliance training programs, metrics on investigations and requests for guidance,
trends, employee survey results, and matters referred by the business areas and business
units.
COMMUNICATING ETHICS
Within the ethics infrastructure, good communication—downward, upward, and two way—
is essential if an organization is to have a strong, aligned ethics culture. The
organization must evaluate the current state of ethics communication and initiatives.
It must communicate its values, standards, and policies in a variety of formal and
informal ways that meet its employees’ needs. These communication efforts should
be synergistic, clear, consistent, and credible. They also need to be executed in a
variety of media, because people learn things in different ways. In general, the old
advice to speechwriters still holds. ‘‘Tell ’em what you’re going to tell ’em, then tell
’em, then tell ’em what you told ’em.’’ In addition to receiving downward communication
from management, employees must also have opportunities to communicate
their ethical concerns upward. Finally, an open communication environment must be
created that says it’s okay to ask questions, and it’s okay to talk about ethics. In the
following section, we begin with some corporate communications basics—principles
that should guide all ethics communication initiatives.
CHAPTER 6 MANAGING ETHICS AND LEGAL COMPLIANCE 215
A number of the ethics officers we interviewed were sensitive to the negativity
sometimes attached to the word ethics. Employees can get defensive when they hear
this word. They ...
THIS INSTRUCTOR NEEDS AN ANSWER FOR EACH STUDENT SEPERATELY – THISGrazynaBroyles24
THIS INSTRUCTOR NEEDS AN ANSWER FOR EACH STUDENT SEPERATELY – THIS IS FOR ATTENDANCE CREDIT SO JUST MAKE IT A MINIMUM OF 150 WORDS EXCLUDING THE REFERENCE
THE REFERENCE NEEDS TO BE A NARRATIVE CITATION
Original question- Non-profit organizations tend to have a slightly different set of stakeholders than for profit entities. What are the primary differences in stakeholders between for profit and non-profit organizations? How does the organization most effectively lead these stakeholders in order to maximize their contributions? Support your position.
READ EACH STUDENTS DISCUSSION POST AND RESPOND TO THAT STUDENT – JUST GIVE YOUR THOUGHTS- DO YOU AGREE OR DISAGREE WITH WHAT THEY SAID
Elise r
Posted Date
Jul 10, 2022, 8:09 PM
Unread
Good evening,
Stakeholders in the non-profit sector may slightly different from the for-profit sector due to the way in which the organizations are set up. Based on a study from 2019, the nonprofit sector is the 3rd largest workforce in the US (Wang, 2021). This study proves that the need for stakeholders are abundant in the nonprofit sector just as they are in the for-profit sector. Wang (2021) also noted that people are drawn to non-profit organizations because of their mission or vision of such organization. Similar to for profit organizations, it is important to support the stakeholder theory where organizations plan according to the stakeholders needed, but often times internal stakeholders such as employees, are often over-worked and underpaid. External stakeholders, such as volunteers, are at a high currently (Mato-Santiso, Rey-García, & Sanzo-Pérez, 2019). It is just as important to include volunteers in planning for stakeholders as well. Volunteers are the main different in a non-proft and for-profit organization. Non-profits often rely on volunteers to help in many different ways, whereas for-profit generally do not have nearly as many volunteers.
Personally, I used to volunteer with the Urban Ministries and Samaritans Purse. When I went in as a volunteer I was always given instructions on what to do, where to be, and was able to ask questions as needed. There were committees or leaders that were very organized and knew exactly where volunteers were needed and the tasks that needed attending to.
DO YOU AGREE WITH ELISE? YES OR NO ? PROVIDE A NARRTIVE CITATION FOR A REFERENCE
Crystal T
Greetings, Scholars & Dr. Blando
Stakeholders are those with a moral claim or interest in business practices and system processes. They influence decision-makers behavior and involve themselves in product delivery and how products or services affect system norms. Prioritizing and engaging stakeholders is crucial for sustainability. Stakeholder management determines how to engage stakeholders and identify their interests, degree of relevance, authority, and legitimacy (Manetti & Toccafondi, 2014).
Non-profit organizations (NPO) have a slightly different set of stakeholders than for-profit organizations (PO). NPO addresses ...
Building Inclusive Boards - by Dowshan Humzah - Leadership & Governance magaz...Dowshan Humzah
The cover theme for the January 2022 issue of Governance & Leadership looks at practical things that civil society and charities can do to improve board diversity and inclusion - and as a result board quality.
A seat at the table: Helping prospective trustees learn governance skills. Less talk and more action: there are practical programmes that can improve board composition.
If we have learnt anything about the need to build more diverse and inclusive boards, it is that we must stop asking ‘why’ and move quickly to the ‘how’. This has been highlighted over the last two ‘pandemic-hit’ years where we have been living through times that few foresaw despite the likelihood of a ‘Contagion’.
Many people and organisations continue to suffer given the volatility, uncertainty, complexity and ambiguity. As we are emerging from Covid-19 restrictions, despite the ongoing pandemic, life and business is different to before. It is clear that we need new thinking and new solutions to move forward from the challenges and problems we did not envisage.
Alongside the disruption caused by the pandemic, we have seen digital acceleration and highlighting of inequalities particularly impacting those who are underestimated, underrepresented and underserved. This further drives the need for our leadership and boards to be more diverse and inclusive – being more reflective of talent pools and better representing those they serve.
-Pages 12-13 Building Inclusive Boards by Dowshan Humzah
Essay about Organizational Structures
Different Types Of Individual Behavior
Essay about Organizational Structure
Henry Mintzberg s Organizational Archetypes
Essay about Organizational Culture
The Five Types of Organizational Structure
Levels Of Management Essay
Three Types Of Isomorphism In Business
Assignment : Types Of Business Organization
Organizational Structure Essay
Organizational Structure
Presented on Monday 2 November at NCVO/BWB Trustee Conference 2015.
Afternoon keynote - Margaret Casely-Hayford, Chair, Action Aid
If you would like to find out more about our 2016 Trustee Conference email us at ncvoevents@ncvo.org.uk or call us on 020 750 3153.
Article by Dennis Cagan
What to ask a prospective board member, And . . . what you are most likely to be asked by them. Keep in mind that qualifications and suitability are two very different considerations.
1. Institute for
Excellence
in Corporate
Governance
Non-Profit vs For-Profit Governance
A May 2015 LinkedIn Post
Food for thought. What is the most fundamental difference between for-profit and non-profit
boards of directors - that you have never considered?
By Dennis J. Cagan
I recently attended a conference as a member of the Institute for Excellence in Corporate
Governance, part of the Naveen Jindal School of Management, at The University of Texas at
Dallas. One of the panels was on the differences between boards of non-profits and for-profits.
During the presentation a discussion ensued about what to term a 'non-profit.' Do you call them
a 501(c)(3), a non-profit, a not-for-profit, a community service organization, or a charitable
organization.
The panel and audience tossed around a variety of terms. One participant noted that she had
been on some boards of companies that should have been for-profit, but were in fact non-profit -
e.g. not profitable. Perhaps not-for-profit (NFP) would be better? Which term do you like?
Regardless, since profitability is not the best differentiator between the two, what is? More
importantly, what is the most fundamental difference between the two that effects their
respective governance? Why are there so many different governance models among NFPs?
What is the difference that is the root cause of management and board issues? And, why is it
almost always left un-addressed in establishing and governing these organizations that are a
vital part of our communities?
OWNERSHIP
In any company, public or private, you can name every single person or entity that owns shares
(or units, percentages) in the enterprise - there legally must be a list. In any NFP, try to name
one single owner. Or ask two people who owns the entity. If the ownership of a firm is the
beneficiary of the fiduciary responsibilities of the board of directors that oversees the
organization, and as commonly accepted
if the board reports to the owners, then who does the board of a NFP actually report to? You
could argue that a governmental NFP, like a school district, is ‘owned’ by the citizens in that
district. You could argue that an NFP like United Way is ‘owned’ by everyone in the community.
Or, you could argue that no one person or group ‘owns’ either one. How often have you been on
the board of an NFP when this has been discussed?