東華大學圖書館 |

Language: English

Help

回圖書館首頁

手機版館藏查詢

Back

Switch To: Labeled | MARC Mode | ISBD

How members of nonprofit boards of d...

Rhodes, Deborah L.

Linked to FindBook

Google Book

Amazon

博客來

How members of nonprofit boards of directors learn their roles and responsibilities: A case study.

Record Type:	Electronic resources : Monograph/item
Title/Author:	How members of nonprofit boards of directors learn their roles and responsibilities: A case study./
Author:	Rhodes, Deborah L.
Description:	125 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-07(E), Section: A.
Contained By:	Dissertation Abstracts International75-07A(E).
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3616291
ISBN:	9781303831171

How members of nonprofit boards of directors learn their roles and responsibilities: A case study.
Rhodes, Deborah L.

How members of nonprofit boards of directors learn their roles and responsibilities: A case study. - 125 p.

Source: Dissertation Abstracts International, Volume: 75-07(E), Section: A.

Thesis (Ph.D.)--Capella University, 2014.

This item must not be sold to any third party vendors.

This qualitative case study explored the experiences of members of one nonprofit board to learn about how they acquired their knowledge of nonprofit organizational governance and the recommendations they would have for potential board members. For this board, emphasis was the connection to the mission and the intense selection/orientation meeting in which the history of the organization and the expectations of a board member are covered. Ongoing board training has been more informal and individually based with the Executive Director managing most training opportunities and some board members have paired themselves with other board members for mentorship. The board is self-described as well functioning with active participation even though many of the board members have no previous board experience. The primary conclusion is that board members must understand what is expected of them, have a solid connection with the mission of the organization, and be willing to do the work required, including seeking out mentorship from others on the board or outside educational opportunities. The organization should provide resources for technical skill learning and opportunities for the board members to learn either within or outside the structure of the boardroom meetings.

ISBN: 9781303831171Subjects--Topical Terms:

516664
Management.

How members of nonprofit boards of directors learn their roles and responsibilities: A case study.
LDR:02262nmm a2200301 4500 001 2061037
005 20150918092536.5
008 170521s2014 ||||||||||||||||| ||eng d
020 $a 9781303831171
035 $a (MiAaPQ)AAI3616291
035 $a AAI3616291
040 $a MiAaPQ $c MiAaPQ
100 1 $a Rhodes, Deborah L. $3 3175258
245 1 0 $a How members of nonprofit boards of directors learn their roles and responsibilities: A case study.
300 $a 125 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-07(E), Section: A.
500 $a Adviser: Steven Jeddeloh.
502 $a Thesis (Ph.D.)--Capella University, 2014.
506 $a This item must not be sold to any third party vendors.
520 $a This qualitative case study explored the experiences of members of one nonprofit board to learn about how they acquired their knowledge of nonprofit organizational governance and the recommendations they would have for potential board members. For this board, emphasis was the connection to the mission and the intense selection/orientation meeting in which the history of the organization and the expectations of a board member are covered. Ongoing board training has been more informal and individually based with the Executive Director managing most training opportunities and some board members have paired themselves with other board members for mentorship. The board is self-described as well functioning with active participation even though many of the board members have no previous board experience. The primary conclusion is that board members must understand what is expected of them, have a solid connection with the mission of the organization, and be willing to do the work required, including seeking out mentorship from others on the board or outside educational opportunities. The organization should provide resources for technical skill learning and opportunities for the board members to learn either within or outside the structure of the boardroom meetings.
590 $a School code: 1351.
650 4 $a Management. $3 516664
650 4 $a Public administration. $3 531287
650 4 $a Continuing education. $3 527504
690 $a 0454
690 $a 0617
690 $a 0651
710 2 $a Capella University. $b School of Business and Technology. $3 1673949
773 0 $t Dissertation Abstracts International $g 75-07A(E).
790 $a 1351
791 $a Ph.D.
792 $a 2014
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3616291