Nonprofit Boards and Leadership – Cases on Governance, Change and Board–Staff Dynamics

Introduction: Governance in Theory and Practice.
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<br /> THE ROLE OF EXTERNAL STAKEHOLDERS IN GOVERNANCE.
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<br /> 1. The Public Interest and Tax Exemptions for Nonprofit Hospitals (Bradford H. Gray, et al.).
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<br /> 2. Planning in Interdependent Environments: The Local Association for Retarded Citizens (Melissa Middleton Stone).
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<br /> 3. The Grantmaker: Inner City Organizations Compete for Funds (Miriam M. Wood).
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<br /> 4. The United Way Allocations Committee: A Role–Playing Exercise (Melissa Middleton Stone &amp; Lisa Silverman Pickard).
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<br /> COMPLEXITIES IN THE BOARD–STAFF RELATIONSHIP.
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<br /> 5. The Evolving Board–Executive Relationship at a Women′s Shelter (Carl Milofsky &amp; Nancy Morrison).
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<br /> 6. Confliciting Managerial Cultures in a Museum (Peter Dobkin Hall).
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<br /> 7. The Governing Board Faces Rebellion in the Ranks (Candace Widmer).
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<br /> 8. Confronting Crisis: When Should the Board Step In? (Ram A. Cnaan).
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<br /> 9. Outgrowing the Governing Board: A Conundrum (Judith R. Saidel).
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<br /> 10. Using Community Networks to Diversify the Board (J. Allen Whitt &amp; Gwen Moore).
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<br /> INTERPRETING MISSION AND ACCOUNTABILITY.
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<br /> 11. Dissolution or Survival: The University of Bridgeport and the Unification Church (Glenn Scott Davis).
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<br /> 12. Social Conscience and the Governing Board of the California Medical Center (John C. Lammers &amp; Christy L. Beaudin).
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<br /> 13. AIDS Project Los Angeles (Christy L. Beaudin, et al.).