Research Paper on:
Creating a High-Power Board of Directors for a Nonprofit Organization

Unformatted Sample Text from the Research Paper:
Whether the organization is nonprofit or for-profit, the role of the Board of Directors is largely the same. Though there are a variety of views  of what constitutes an effective Board, most of those views originate with some common themes and all contain the perspective that the Board ultimately is responsible for governing the organization.  As is the case with any other group of people or any other team in an organizational setting, some Boards are more effective  than others. Some are more involved with daily routine than others, and some even involve individuals as active participants in other areas of operation of the organization. The  purpose here is to devise a strategy that will allow construction of a highly effective Board of Directors for a nonprofit organization. Determining the Role  Is it the role of the Board to be intimately involved with the daily operations of the organization, or should it retain a "hands off" approach to managing  management? McNamara (n.d.) asserts that it is the primary role of the Board of Directors to govern the organization. "In a nonprofit corporation, the board reports to stakeholders,  particularly the local communities which the nonprofit serves" (McNamara, n.d.). Brooks (2002) compares aspects of nonprofit management with goals that much of the  public sector has set for itself in recent years, calling on the principal-agent concept to define the boundaries between the Board and the rest of the organization. In the  principal-agent model, the principal establishes policies that the organizations agents will carry out. While nonprofit boards are responsible for high-level oversight of their organizations (as in the case of for-profit