Board Development Argumentative Thesis
ABSTRACT
An active, well-informed, well-trained Board of Directors (BOD) is absolutely essential to the success of the organization. The BOD for this organization is not unlike any other not-for-profit boards with less than 10 years in age. The boards of these organizations sometimes consist of inexperienced and unknowledgeable management professionals. New board members are excited to make good decisions and evoke proper change within the organization. They soon find out change is not quick and results aren’t seen over night. Due to this reality board members with tenure can become complacent and thereby miss opportunities for organizational growth. This can create barriers to performance for young board members and old board members alike. This paper argues the necessity of continual board development using assessment methodologies. It takes into consideration current knowledge on why and how development can detour ineffective job performance amongst board participants. This paper creates a possible framework for BOD development in non-profits.
OUTLINE
Introduction and Overview 4 Evidence or Support Statements 5 Warrants 6 Counterclaim Statement 7 Rebuttal Statement 8 Conclusion Statement 9 References 11
Introduction and Overview
Board members are a significant asset to organizations. They make decisions based on strategic need and corporate responsibility. Rarely though do new members arrive on the board with years of experience in the nonprofit sector (Rubenstein and O’Flynn, 2006). The literature displays that new board members often receive little or no training regarding how to serve as a successful member of the board of directors.
Nonprofit boards typically are comprised of many successful leaders from for-profit or related entities. Most often they will have only a consumer’s view of what a particular nonprofit is all about, but possess lots of passion for the mission of the organization. Consequently, regular education of board
An active, well-informed, well-trained Board of Directors (BOD) is absolutely essential to the success of the organization. The BOD for this organization is not unlike any other not-for-profit boards with less than 10 years in age. The boards of these organizations sometimes consist of inexperienced and unknowledgeable management professionals. New board members are excited to make good decisions and evoke proper change within the organization. They soon find out change is not quick and results aren’t seen over night. Due to this reality board members with tenure can become complacent and thereby miss opportunities for organizational growth. This can create barriers to performance for young board members and old board members alike. This paper argues the necessity of continual board development using assessment methodologies. It takes into consideration current knowledge on why and how development can detour ineffective job performance amongst board participants. This paper creates a possible framework for BOD development in non-profits.
OUTLINE
Introduction and Overview 4 Evidence or Support Statements 5 Warrants 6 Counterclaim Statement 7 Rebuttal Statement 8 Conclusion Statement 9 References 11
Introduction and Overview
Board members are a significant asset to organizations. They make decisions based on strategic need and corporate responsibility. Rarely though do new members arrive on the board with years of experience in the nonprofit sector (Rubenstein and O’Flynn, 2006). The literature displays that new board members often receive little or no training regarding how to serve as a successful member of the board of directors.
Nonprofit boards typically are comprised of many successful leaders from for-profit or related entities. Most often they will have only a consumer’s view of what a particular nonprofit is all about, but possess lots of passion for the mission of the organization. Consequently, regular education of board
References: Copp, B. (January 1996) Evaluating Board Performance. University of Wisconsin Center for Cooperatives. Retrieved July 20, 2013 from http://www.uwcc.wisc.edu/issues/Governance/board.html Furr, R Herman, R., Renz, D., & Heimovics, R. (1997) Board Practice and Board Effectiveness in Local Nonprofit Organizations. Jossey-Bass Publishers Lang, A National Council of Nonprofits. Article on Board Development. Retrieved July 20, 2013, from http://www.councilofnonprofits.org/node/5676 PricewaterhouseCoopers (2011) Rubenstein, H., & O’Flynn, P. (2006). The role of training for boards of directors. The CEO Refresher. pp. 150. Retrieved July 20, 2013, from http://www.refresher.com. Salamon, L. (2002). The Sate of Non-profit America. Brookings Institution Press Washington, D.C. The Plunkett Foundation (March 1994). Developing Directors of Cooperatives and Other Similar Enterprises. Tichy, N. M. & Bennis, W.G. (October 2007) Making Judgment Calls. The Harvard Business Review. Retrieved July 20, 2013, from http://hbr.org/2007/10/making-judgment-calls/ar/1