John Carver on board leadership: selected writings from the creator of the world's most provocative and systematic governance model
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
San Francisco, Calif.
Jossey-Bass
2002
|
| Ausgabe: | 1. ed. |
| Schriftenreihe: | The Jossey-Bass nonprofit and public management series
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XLV, 665 S. graph. Darst. |
| ISBN: | 0787958441 |
Internformat
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Frequently Asked Questions Guide xv
Foreword xxix
Sir Adrian Cadbury
Introduction xxxi
About the Author xlv
1 A Theory of Governance: The Search for Universal Principles 1
A Theory of Governing the Public s Business: Redesigning the Jobs
of Boards, Councils, and Commissions 3
Is Policy Governance the One Best Way? 25
Rethinking Governance Research 29
Watch Out for Misleading Interpretations of Governance Research 35
Why Is Conceptual Wholeness So Difficult for Boards? 38
Are Boards Searching for the Holy Grail? 42
Can Things Go Horribly Wrong for Boards That Use Policy Governance? 47
ix
x CONTENTS
2 The Moral Basis of Board Authority: Where the Chain of
Command Begins 53
Ownership 55
Understanding the Special Board-Ownership Relationship 57
Determining Who Your Owners Are 66
Connecting with the Ownership 68
What to Do If You Find a Consumer on Your Board 76
Achieving Meaningful Diversity in the Boardroom 79
Making Hierarchy Work: Exercising Appropriate Board Authority in the
Service of Mission 84
Elected Boards: Meeting Their Special Governance Challenge 89
Your Board s Market Surrogate Obligation 94
Leading, Following, and the Wisdom to Know the Difference 99
Families of Boards, Part One: Federations 104
Families of Boards, Part Two: Holding Companies 113
When Owners Are Customers: The Confusion of Dual Board Hats 121
3 Creating the Board s Single Voice: Appropriate Roles of Committees,
Officers, and Individual Members 129
Creating a Single Voice: The Prerequisite to Board Leadership 131
Boards Should Have Their Own Voice 136
Protecting Board Integrity from the Renegade Board Member 142
When the Founding Parent Stays on the Board 146
The Executive Committee: Turning a Governance Liability into an Asset 150
A Team of Equals 156
Policies H Us 160
Recruiting Leaders: What to Look for in New Board Members 164
Should Your CEO Be a Board Member? 169
What If the Committee Chair Just Wants to Know? 172
Reining In a Runaway Chair 177
Does Your Board Drive Away Its Most Promising Members? 181
CONTENTS Xi
A Few Tips for the Chairperson 185
Sometimes You Have to Fire Your Chair 188
What to Do with Your Board s Philosophy, Values, and Beliefs 191
Crafting the Board Job Description 196
Planning the Board s Conduct 202
4 Linking Governance to Operations:
The Board-Management Connection 209
To Tell or Not to Tell: One CEO Learns the Right Way to Inform Her Board 211
Governing in the Shadow of a Founder-CEO 214
If You Want It Done Right, Delegate It! 218
What to Do When Staff Take Complaints Directly to Board Members 224
When Board Members Are the Only Staff in Sight 227
The CEO s Objectives Are Not Proper Board Business 231
Why Only the CEO Can Interpret the Board s Ends and Executive
Limitations Policies 234
Getting It Right from the Start: The CEO s Job Description 237
Do You Really Have a CEO? 240
Does Policy Governance Give Too Much Authority to the CEO? 243
5 Putting Purpose First: Deciding, Delegating, and Demanding
Organizational Ends 249
Boards Lead Best When Services, Programs, and Curricula Are Transparent 251
A Community Board Struggles with the Cost of Its Results 255
Beware the Quality Fetish 260
First Things First 263
Evaluating the Mission Statement 268
The Board of a Trade Association Establishes Ends Policies 274
A Public School Board Establishes Ends Policies 281
A City Council Creates Ends Policies 288
A Hospital Board Creates Ends Policies 293
xii CONTENTS
6 Safely Avoiding Micromanagement: Staff Freedom Within
Defined Limits 299
Free Your Board and Staff Through Executive Limitations 301
Making Informed Fiscal Policy 305
Running Afoul of Governance 308
Crafting Policy to Safeguard Your Organization s Actual Fiscal Condition 311
Crafting Policy to Guide Your Organization s Budget 316
Fiduciary Responsibility 327
Redefining the Board s Role in Fiscal Planning 330
7 What the Board s Words Mean: Harnessing Interpretation for
Control and Empowerment 345
The Any Reasonable Interpretation Rule: Leap of Faith or Sine Qua Non
of Delegation? 347
Boards Should Be Not the Final Authority but the Initial Authority 353
Abstracting Up: Discovering the Big Issues Among the Trivia 357
Who s in Charge? Is Your Organization Too Staff-Driven?
Too Volunteer-Driven? 361
Never Cast in Stone: Flexible Policy Supports Management and Saves
Board Time 368
Policy Governance Is Not a Hands Off Model 371
8 When the Board Meets: Products, Process, Discipline, and Costs 377
Is Your Board in a Rut? Shake Up Your Routine! 379
Why Not Set Your Quorum Requirement at 100 Percent? 382
Owning Your Agenda: A Long-Term View Is the Key to Taking Charge 387
Calculating the Real Costs of Governance 390
The Consent Agenda and Responsible Rubber-Stamping 393
9 Assuring Board and Management Performance: Measurement,
Evaluation, and Discipline 397
Painful Lessons: Learning from the United Way Misfortune 399
One Board Fails to Follow Its Own Monitoring Policy—and Courts
Fiscal Disaster 405
CONTENTS Xiii
The Misguided Focus on Administrative Cost 408
A Simple Matter of Comparison: Monitoring Fiscal Management in
Your Organization 413
Board Approvals and Monitoring Are Very Different Actions 419
Giving Measurement Its Due in Policy Governance 424
Honey, I Shrunk the Policies 427
The Mechanics of Direct Inspection Monitoring 429
Redefining Board Self-Evaluation: The Key to Keeping on Track 434
Living Up to Your Own Expectations: Implementing Self-Evaluation to
Make a Difference in Your Organization 437
The Importance of Trust in the Board-CEO Relationship 444
Evaluating the CEO: An Effective Approach to Ensure Future
Organizational Success 448
Putting CEO Evaluation in Perspective 450
Off Limits: What Not to Do in Your CEO Evaluation 460
A CEO Self-Evaluation Checklist 462
10 Safeguarding Governance Viability for the Long Term 465
What to Do When All Your Policies Are in Place 467
Nine Steps to Implementing Policy Governance 472
Shaping Up Your Bylaws 479
What Happens to Conventional Documents Under Policy Governance? 486
How You Can Tell When Your Board Is Not Using Policy Governance 492
CEOs! Guiding Your Board Toward Better Governance 496
Policy Governance Won t Work Because ... 500
Protecting Governance from Law, Funders, and Accreditors 504
11 When Governing Boards Perform Nongoverning Roles 509
When Board Members Act as Staff Advisors 511
Tips for Creating Advisory Boards and Committees 516
Giving, Getting, and Governing: Finding a Place for Fundraising Among
the Responsibilities of Leadership 519
XIV CONTENTS
Girl Scout Council Learns What Kind of Help Counts the Most 523
Board Members as Amateur CEOs 526
12 Policy Governance for Specific Audiences 529
Remaking Governance 531
Toward Coherent Governance 540
Partnership for Public Service 548
Governing Parks and Recreation 560
Education Accountability and Legislative Oversight 565
New Means to an End 576
Reinventing Governance 579
To Focus on Shaping the Future, Many Hospital Boards Might Require a
Radical Overhaul 589
Corporate Governance Model from an Unexpected Source—Nonprofits 595
A Theory of Corporate Governance: Finding a New Balance for Boards and
Their CEOs 602
The Opportunity for Reinventing Corporate Governance in
Joint Venture Companies 614
What Use Is Business Experience on a Nonprofit or Governmental Board? 625
Seizing the Governance Opportunity for Central European NGOs 634
Building an Infrastructure of Governance in Eastern Europe 638
References 645
Index 653
|
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| author | Carver, John |
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| building | Verbundindex |
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| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
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| dewey-search | 658.422 |
| dewey-sort | 3658.422 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
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| spelling | Carver, John Verfasser aut John Carver on board leadership selected writings from the creator of the world's most provocative and systematic governance model John Carver On board leadership 1. ed. San Francisco, Calif. Jossey-Bass 2002 XLV, 665 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier The Jossey-Bass nonprofit and public management series Board of directors (DE-588)4303006-3 gnd rswk-swf Corporate Governance (DE-588)4419850-4 gnd rswk-swf (DE-588)4143413-4 Aufsatzsammlung gnd-content Board of directors (DE-588)4303006-3 s Corporate Governance (DE-588)4419850-4 s DE-188 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021973359&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Carver, John John Carver on board leadership selected writings from the creator of the world's most provocative and systematic governance model Board of directors (DE-588)4303006-3 gnd Corporate Governance (DE-588)4419850-4 gnd |
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| title | John Carver on board leadership selected writings from the creator of the world's most provocative and systematic governance model |
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| title_sort | john carver on board leadership selected writings from the creator of the world s most provocative and systematic governance model |
| title_sub | selected writings from the creator of the world's most provocative and systematic governance model |
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