Making A Change, Llc

The nonprofit board and its governance are critical to an organization’s success. Brown (2007) stresses the need for governing boards to be informed, effective, and engaged, especially because the current environment (i.e. increasing competition for resources, etc.) demands high-quality board performance. The purpose of this paper is to examine existing literature as it relates to nonprofit board governance and performance. This analysis includes an examination of nonprofit boards’ roles, responsibilities, and functions along with a review of best practices. In addition, board roles and best practices, and their correlation to board performance is emphasized. Finally, a discussion of the practical implications of the literature as it relates to DavidsonWorks’ board ties the literature to real-world application.

The elements of a board as a defining factor in the self-governance character of a nonprofit is affirmed by Worth (2014). For example, the “control of the nonprofit lies with a board of directors…who have overall responsibility to [care for and oversee] the organization” (Worth, 2014, p. 57). Big Brothers Big Sisters exemplifies volunteerism in both its history and present service practices. For example, the organization currently utilizes “400,000 volunteer mentors and families” (Big Brothers Big Sisters of America, 2016a, para. 3) to work with youth and facilitate the organizations critical programs and relationships (Big Brothers Big Sisters of America, 2016a). Big Brothers Big Sisters history is also reflective of volunteerism is critical role. To illustrate, in 1904 Ernest Coulter founded the Big Brothers movement with 39 volunteers, who each agree to befriend and mentor an individual youth (Big Brothers Big Sisters of America, 2016a). The statistical data from Big Brothers Big Sisters reveals that the organization have a tremendous impact on community individuals and therefore provides a public benefit through

In order to change the organizational structure there will need to be Congressional support and approval. Before doing so, these changes must be agreed upon by those the plan affects within the organization. These members including the Board of Governance, the Independent Governance Panel, and the board of Volunteers. Once the plan has been

Change is something never easy to live with. Personal and social changes are very difficult to overcome. It takes courage, perseverance and willpower to make changes in a community and are never

Stages of Change: Building attitudinal, intentional, motivational, and behavioral modifications as they move through preparation stages of readiness for change.

is essential for anyone considering a 501(c)(3) as a business option. The tax-exempt status can

The Heritage Foundation is a nonprofit organization that is accountable to a private membership. Moreover, the organization is tax exempt since 198. The financial records are publicly available, for example, the 2015 records are offered online for consultation. Furthermore, the foundation has a board of directors consisting of 22 members. The leader of the organization is selected though a democratic election by the board of trustees. The mission of the organization is to promote conservative public policies and to advocate for public movement across the US. More importantly, the organization does not make a profit form the funds it receives. In addition, the board of trustees are in charge of determining

Nonprofit entity may assume a critical part in income broadening from an administration point of

One of the things that I have seen happen repeatedly is that some Executive Directors truly “fall in love” with their agency and fail to adjust to the needs of the stakeholders. One of the things that nonprofits need to do is to learn from the

Considering the construction of my organization's board, which is comprised of 51 individuals, ranging from the 30 elected representatives from the organization's largest chapters to the 21 business leaders

Stakeholders play a critical role in the management and decision-making process of an organization. An example of a stakeholder includes employees, managers, patients, vendors, suppliers, the community, creditors, customers and the government (Daft, 2013). Also, Daft (2013) says, “Stakeholders are groups “within or outside of the organization that has a stake in the organization’s performance” (p. 23). There are a few differences surrounding stakeholder expectations between non-profit and for-profit organizations. The differences in nonprofit organizations and for-profit business organizations are the direction of activities for the end goal (Daft, 2013). Although it is very difficult to measure the impact that a nonprofit has on society, community, or a particular group as opposed to evaluating an income statement from a for-pro-profit organization. The same level of attention should be paid to stakeholder for nonprofit organizations as stakeholders of for-profit organizations.

The non-profit [Spell as one word without hyphen] governance plan a function that provides standards and guidelines for a structured board of directors (McCambridge, 2004; Renz, 2013) and controls the organization to meet stakeholders and business goal (Goergen, 2012). To further explain governance, it is the manner in which decision-making is processed based [Passive voice ] on the approved and established mission, values, and vision. Bienvenidos mission, values, and vision are as follows:

1. Diagnose the problem. 2. Assess the motivation and capacity for change. 3. Assess the resources and motivation of the change agent. This includes the change agent’s commitment to change, power, and stamina. 4. Choose progressive change objects. In this step, action plans are developed and strategies are established. 5. The role of the change agents should be selected and clearly understood by all parties so that expectations are clear. Examples of roles are: cheerleader, facilitator, and expert. 6. Maintain the change. Communication, feedback, and group coordination are essential elements in this step

Haley House uses a lot of individual level theories of change in a wide range of ways. Because of this variation there is often a lot of overlap between theories that they are using in their work. For the sake of clarity, I am going to take some of the amazing things that Haley House is doing and explain them in terms of individual theories of change rather than trying to explain the complex overlaps that are very apparent in each aspect of the organization.

In the review of the book, “Making Change Work: Practical Tools for Overcoming Human Resistance to Change,” I decided to summarize the major steps the book establishes. It discusses how to begin the change process by understanding your need for change, to the final step of the change process where an organization needs to implement changes. After summarizing the steps, I am going to show how the book relates to the textbook, Organizational Change: An Action-Oriented Toolkit, as well as giving a managerial implication.