Essay about The Mysterious Notion of Organized Efficiency

Gill puts forth his four pillars of excellence in which he thinks every good board possessed. These pillars are Board Development, Management of board work and meetings, decision making and . board and organizational culture.Throughout this paper I will show how after the departure of sarah the league designed and created a good board by implementing each pillar.

Common stockholders are the basic owners of a corporation, but few stockholders of large corporations take an active role in management. Instead, they elect the corporation’s board of directors to represent their interests. Board members seldom get involved in the day-to-day management of the company. They establish the basic mission and goals of the corporation and appoint

According to our text, “Not-for-profit organizations lack a residual ownership claim and the organization’s purpose is something other than to provide goods and services at a profit.” “Because significant resources are provided to governments and not-for-profit organizations, financial reporting by these organizations is important.” (Page 2).

To ensure that the company thrives and overcomes the crisis that may come on the way, the company has various strategies and ways to overcome that and to keep the company on the track which includes constitution and board of directors which has various roles and responsibilities. The company has got a constitution and also corporations’ act. The companies’ values are the trust, integrity and honesty. The board carries out the duties in regard to the interest of the companies’

Successful management of a not-for-profit organization requires providing high-quality service, but at the same time, careful administration - to reduce expenses and automate processes are ongoing requirements. Each type of not-for-profit organization has unique management needs. For example:

In large corporations the success or failure of the company is the responsibility of the board of directors. According to Richard DeGeorge, “The members of the board are responsible to the shareholders for the selection of honest, effective managers, and especially for the selection for the CEO and of the president of the corporation.” (p. 202). The board members have a moral responsibility to ensure the corporation is run honestly, in respect to its major policies, and to ensure the interests of the shareholders are satisfied. The next responsibility within a corporation is the responsibility management has to its board of directors. DeGeorge writes, “It must inform the board of its actions, the decisions it makes or the decisions to be made, the financial condition of the firm, its successes and failures, and the like.” (p. 202). The management of the corporation is morally obligated to

Their face are a new non -profit face a number of significant challenges if there are to survive and more importantly have significant impact. Much had been written about organization functioning in star-up years and we can use insights gleamed from this literature to help us understand these

In summary, effective and well-functioning boards are designed consciously by employing High-Impact Governing strategies that counteract the issues associated with faulty governing models. Foundationally, a mission statement provides a basis for understanding the board’s purpose, function, and objectives. If left to its own devices, these boards tend to underperform, remain in a state of stagnation, and have a counter-productive partnership with the COE, hence Eadie’s methods strengthen governance which encourages a sense of purpose, functionality, and camaraderie.

Joshua Kennon (2007), stated that “The board of directors is the highest governing authority within the management structure at any publicly traded company and is usually made up of the directors who are elected for a specific number of years by the shareholders”. According to Wikipedia,” A board of directors is a body of elected or appointed members who jointly oversee the activities of a company or organization”.

Boards members rarely have an understanding of key enterprise strategies or risks. They have no clear sense of their companies’ prospects 5 to 10 years down the road. They have limited time, lack of industry specific expertise and different definitions of success that prevent them from successfully performing

The board of directors play a very integral role in fostering the long term success of the company as well as promoting the interest of the stakeholders (www.northropgrumman.com) . The board has developed principles of corporate governance which majorly reinforce the company’s values of teamwork and respect for diversity among others. The board reviews the principles annually to inform if any modification is to be made. Before the final decisions are made in the organization, negotiation process is followed where the stakeholders’ views and feedback are collected and evaluated. Such evaluation of feedback ensures development of policies which are in conformity with the needs and the interest of all the stakeholders increasing a sense of loyalty and accountability of each of the stakeholders to facilitate attainment of the objectives. Such views are evaluated and reviewed by the board annually before their

In a perfect world, every division in a company would have no problem getting along with each other. However, this is not a perfect world and not everyone will get along just because they are employed under the same enterprise. When the chief executive officer (CEO) asks the head of human resources (HR) to partner with the finance department on a non-profit project, it is at this point for HR and finance formulate a strategic initiative to complete the assignment. The paper examines the initial planning process for non-profits, anticipation of non-profit planning, and success in non-profit planning.

Innovation is an important activity for any organization; effectiveness and survival requires that non-profits operate more like for-profits. Meaning that they need to seek competitive advantage through innovation. In order to be effective there are four key components that must be taken into consideration.

Generally, financial management of not-for-profit organizations is similar to the process of financial management in the profit making sector in several aspects. Nonetheless, there are several major differences that contribute to a different focus of a not-for-profit financial manager. In the commercial sector, the for-profit enterprises mainly focus on capitalizing shareholder value and overall profitability. On the contrary, not-for-profit organizations have the basic aim of providing certain socially desirable need on a continual basis instead of increasing shareholder value ("Financial Management of Not-for-Profit Organizations", 2011). The difference in focus between the for-profit and not-for-profit organizations is because the latter does not have financial flexibility of a commercial enterprise since its dependent on resource providers that are not getting involved in an exchange transaction. As a result, the resources provided are channeled towards offering goods and services to a client instead of he actual resource provider.

The Board shall include a balance of executive and non-executive directors (including independent non-executive directors) such that no individual or group of individuals or interests can dominate its decision taking. The Board shall be chaired by an independent director who is not managing the company. There are two key tasks at the top of the company, that of running the Board and that of the Chief Executive responsible for running the company. Therefore as a general rule, there is a clear division of these roles to ensure that a balance of power and authority is