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Essay / Research Paper Abstract
This is a 12 page paper that provides an overview of boards in non-profit organizations. The value of such boards adopting a solely ends-related approach to policymaking is explored. Bibliography lists 10 sources.
Page Count:
12 pages (~225 words per page)
File: KW60_KFboards.doc
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Unformatted sample text from the term paper:
core values and goals which the organization can work towards at the strategic and process level. This is especially true for non-profit organizations where values can be of greater importance
as critical goals can be less obvious (being value-oriented rather than profit-oriented). That said, recent trends in governance have been disconcerting, with more and more boards either failing to fulfill
their responsibilities by establishing accountability, or by over-governing and interfering with managers and workers ability to actually accomplish their ends within an organization. This paper will explore the alternative conception
of board policy presented in John Carvers text "Boards that Make a Difference", with an eye towards how non-profit boards in particular can facilitate organizational development and achieve ends more
readily through adopting the correct approach to governance. This section of the paper helps the student to explore some of the major points raised within the text and to reflect
upon them. Clearly, there is a fundamental need for boards in non-profit organizations to adopt principles of governance that differ somewhat from the norm. This is because the very nature
of the organizations they lead is inherently value-oriented. For Carver, this fact compliments the natural responsibilities of the board quite nicely, as he asserts that in order to be effectives,
boards must stop focusing on organizational minutiae and instead adopt a vision-driven and value-directed approach to overseeing strategies and major tasks within an organization. Such a statement seems well-supported, as
even cursory analysis of board performance across many different organizational "types" reveals that boards are quite often substantially less efficacious than they might be primarily because they are erroneously bogged
down in detail that should not be their responsibility in the first place; their inherent power to lead and govern is subverted and they become "little more than high-powered well-intentioned
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