Business Board of Directors

“The governing board of a non-profit organization holds ultimate responsibility for ensuring that the organization serves its mission and for the overall welfare of the organization itself.” (Worth, 2017) This week’s reading was about how boards of non-profit organizations or better known as “governing boards”, operate and the types of responsibilities they have. Before taking this class, I thought that boards held the same responsibilities and held the same amount of power. Elected boards, self-perpetuating boards, appointed and hybrid, and advisory boards were discussed in this chapter. I was able to learn about the advantages and disadvantages of each board. For example, an advantage of a self-perpetuating board would be the board is able

At the center of any successful nonprofit organization there is an effective chief executive and board of directors. These leaders must work as a team with a vision and specific skills, to effectively produce resources in order to accomplish the organization's goals. The majority of the decision making authority and leadership is shared amongst board members; however, critical management skills and day-to-day operational decisions rest within the authority of the chief executive. However, members of the board must also be sufficiently skilled in management in order to assess the work of its director to assist in the implementation and evaluation of strategic decision making.

The Octorara Board of Directors and Finance, Facilities, and Policy Committees met on Monday, July 18, 2016. Only six members attended. Anthony Falgiatore, Brian Fox, and Nelson Stoltzfus were absent.

It is essential that the role, duties and responsibilities of directors are clearly defined. The Combined Code (2006) states that “the board’s role is to provide entrepreneurial leadership of the company within a framework of prudent and effective controls which enables risk to be assessed and managed”.

To the extent of prevention of corporate failure, I argue that three ASX principles and recommendations could halt the demise of Dick Smith. Firstly, the 2nd principle which is “Structure the board to add value” by structuring the board with a majority of independent directors would prevent CEO dominance because some suggest that independent outside directors can reduce the influence of dominant individuals (ASX, 2014, p. 17). In accordance with Gallagher and Bennie (2015, p. 20), the independent directors are likely to focus on the company’s objectives and not to make decision relying on others. Furthermore, an addressing of independent directors would reduce the reliance on management, and create the effectiveness on monitoring (Dechow et al. 1996 cited in Christensen, Kent, and Stewart (2010)), as well as capability to lessen the conflict of interest between managers and shareholders (Hardjo & Alireza, 2012, p. 4). Thus, DSE’s board would be more active to monitor the CEO’s performances because independent directors pay attentions to the interest of company (Gallagher & Bennie, 2015, p. 20) and shareholders (Hardjo & Alireza, 2012, p. 4)

Finally, and perhaps most importantly, consider what the prospective directors ' affiliation might be with executives. Members of the board are often obliged to make arduous decisions concerning finances, personnel and salaries. Ensure that potential members do not have a conflict of interest concerning management and other key personnel. Professionals emphasize board members must

The November 2, 2015 SCCAP Board of Directors Meeting was called to order by Board President Gail Hyde

As world business has changed dramatically during recent years, chargers of business entities, including Non-Profit entities, urged to find a perfect rules in order to enhance their competence within an excellent environment. To fulfill the requirement, the National Center for Non-Profit Board has issued a paper on "Ten Basic Responsibilities of Non-Profit Boards" to clarify the roles and responsibility of the board about 30 years ago. This regulation paper requires ten basic responsibilities including Determine the organization, Select the executive director, Support the executive and review his/her performance, Ensure effective organizational planning, Monitor and strengthen programs and services, Ensure adequate resources, Protect assets and provide financial oversight, Build a competent board, Enhance the organization’s public standing and Ensure legal and ethical integrity (Richard T. Ingram, Ten Basic Responsibilities of Nonprofit Boards, Second Edition (BoardSource 2009). We will first introduce the Board of Director and purpose of Non-Profit Board of Director, then introduce all of ten responsibilities in detail and finally make extension about it.

The Board of Directors will be made in place of the Honorary Council to provide an actual constructive benefit to SANews rather than just being title that grants guaranteed high command positions. The Board of Directors will be a privilege and positions are only to be given to SANews reporters that have shown not only a great amount of dedication to the faction but has also played a major role in the faction and left a great impact.

As part of ethical in organization, Board of Directors has a responsibility and opportunity to ensure the entire organization is attuned to high ethical standards and also aligned with values, goals and objectives of the organization. Foremost, in a profit organization, the board’s primary objective is to oversee the organization’s business activities and management for the benefit of all stakeholders, including shareholders, employees, customers, suppliers, and the community. In a non-profit organization, the board reports to a different set of stakeholders in particular, the local community that the non-profit

Describe the role of the Board of Directors in comparison to the role of the Executive Director. What is expected of each, who is in charge of what and in what

The role of the Independent Non Executive Directors is to provide a balance to the Board and to ensure that the discussions are robust. The NEDs bring skills, knowledge and experience to the Board that the executive directors do not have as their backgrounds are different they are expected to be able to offer different ideas.

Prior to constructing a nonprofit board, the basic responsibilities and duties of its members must be determined. These functions are steered by the organization’s mission and goals. BoardSource (2012) furthers this by stating, “The board should review the mission periodically – for example, at the beginning of every strategic planning process – to make sure it remains useful and valid” (p. 9). A NPO’s mission and vision statements communicates the organization’s purpose, identifies the group(s) it serves, and provides direction for how the organization will achieve these goals. It is important to understand that these statements are not solely external messages, however, they are also used internally to stimulate and impact the board and staff, establish goals and evaluation measures, and stimulate successful governance through the strategic planning process. Board members who are entrenched in the mission are better able to fulfill their governance duty as it keeps the organization’s true focus at the forefront of decision making.

Lastly, the implementation of the recommendations outlined in “Strategy as Revolution” would benefit companies in additional ways apart from having effective corporate strategy. Specifically, including employees from lower ranks in the processes of strategy formulation would increase the level of their motivation and this will positively contribute to the achievement of organisational objectives

At Paramount the unitary board exists, where according to the textbook, a unitary board is when a company has a single governing body (Tricker 2009). A non- executive director is defined as a person who is not involved in the day to day management of an organisation but rather in business tasks such as strategic planning, and monitoring of executive directors. An executive director tends to be more involved in the managerial aspects of the company.