Here is the synopsis of our sample research paper on The Paradox Of The Relationship Between Nonprofit Board And CEO. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 6 page paper. The essay discusses the inherent paradox in the relationship between the board and the director/CEO of nonprofits and offers a few suggestions for dealing with the issues. Includes a 3 page annotated bibliography. Bibliography lists 6 sources.
Page Count:
6 pages (~225 words per page)
File: MM12_PGnprfx.RTF
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Unformatted sample text from the term paper:
for the operations of the organization (Minnesota Council of Nonprofits, n.d.). The Board is involved in planning and providing strategic direction for the organization, and it must adopt policies that
will support its mission and objectives (Minnesota Council of Nonprofits, n.d.). The Board also determines compensation for all staff, hires the executive director, and evaluates that director (Moore, 2005; Minnesota
Council of Nonprofits, n.d.). Some years ago, John Carver said: "No single relationship in the organization is as important as that between the board and its chief executive officer" (Minnesota
Council of Nonprofits, n.d.). It is also a relationship that can be easily misconstrued and it is a relationship that is paradoxical in nature (Mission Movers Group, 2007; Allison, 2002;
Minnesota Council of Nonprofits, n.d.). While there is a general rule in nonprofits that says the Board govern and the staff manages, it becomes far more complex. A number
of authors have pointed out that the paradox of the relationship between the Board and the CEO of a nonprofit lies in the fact that the CEO/Director is responsible for
providing guidance to the Board but the Board performs an annual evaluation of the Director (CompassPoint Nonprofit Services, 2007; Mission Movers Group, 2007; Allison, 2002; Randolph, 1998). When Boards are
doing certain things, like fund-raising or offering their expertise, they are supporting the staff (Allison, 2002). However, when the Board is performing its governance roles, it is the boss and
is superior and over all staff members, including the Director/CEO (Allison, 2002). The paradox of this relationship been discussed for at least a decade. In 1998, for instance, Randolph wrote:
"The board-staff relationship is built upon a paradox" and identified the same reasons as just mentioned - in some roles, the Board must be the boss and in other roles,
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