Paperback : £43.33
Governing boards play a crucial role in ensuring that public and non-profit organizations are publicly accountable and perform well. Until now, there have been relatively few detailed empirical studies of what boards do in practice, but this book fills that gap by bringing together analyses based upon some of the best recent empirical studies. Using a new theoretical framework that highlights the paradoxical nature of governance, the book throws light on the questions at the heart of recent debates about non-profit boards: - Are boards publicly accountable or is there a democratic deficit? - Are boards able to exercise real power, or does management run the show? - Are boards effective stewards of an organization's resources? - What effects are regulatory and other changes designed to improve board effectiveness having? This book will be essential reading for academics and students with an interest in the governance and management of public and non-profit organisations, and will also be of value to policy makers and practitioners who wish to gain a deeper understanding of how boards work and what can be done to improve their performance.
Governing boards play a crucial role in ensuring that public and non-profit organizations are publicly accountable and perform well. Until now, there have been relatively few detailed empirical studies of what boards do in practice, but this book fills that gap by bringing together analyses based upon some of the best recent empirical studies. Using a new theoretical framework that highlights the paradoxical nature of governance, the book throws light on the questions at the heart of recent debates about non-profit boards: - Are boards publicly accountable or is there a democratic deficit? - Are boards able to exercise real power, or does management run the show? - Are boards effective stewards of an organization's resources? - What effects are regulatory and other changes designed to improve board effectiveness having? This book will be essential reading for academics and students with an interest in the governance and management of public and non-profit organisations, and will also be of value to policy makers and practitioners who wish to gain a deeper understanding of how boards work and what can be done to improve their performance.
1. Introduction - The Changing Context of Governance: Emerging Issues and Paradoxes 2. Who Governs North East England? A Regional Perspective on Governance 3. Are Quasi-Governmental Organizations Effective and Accountable? 4. Service Users and Charity Governance 5. What Influences the Strategic Contribution of Boards? 6. The Financial Role of Charity Boards 7. The Role of Boards in Small Voluntary Organizations 8. Not So Very Different: A Comparison of the Roles of Chairs of Governing Bodies and Managers in Different Sectors 9. What are the Chief Executives' Expectations and Experiences of their Board? 10. Governing Independent Museums: How Trustees and Directors Exercise their Powers 11. The Changing Face of Charity Governance: The Impact of Organizational Size 12. The Impact of New Governance Structures in the NHS 13. The Changing Face of Governance in Women's Organizations 14. Summary and Conclusions - Contextualizing and Managing the Paradoxes of Governance
Chris Cornforth
'Anyone interested in understanding more about the problems facing
boards should read this book' - Andrew Brown, deputy chair of
Charity Trustee Networks.
'...it is likely to make the reader re-examine some funadamental
assumptions about corporate governance...' - Corporate Governance,
Paddy FitzGerald
'In summary, this book is a gem that goes behind the scenes of
board governance. As a result, it is a definite must for those
serving on boards, and seeking insight into boards and how to
improve them. It adds substantially to the literature on the
governance of public and nonprofit organizations; both academics
and practitioners would gain much by reading this well-edited
text.' - Voluntas: International Journal of Voluntary and Nonprofit
Organizations, Vol. 14, No. 3, September 2003 - Dean F. Eitel,
DePaul University, USA
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