HappyOrNot Non-profit Organization & The Future Of Leadership Question 1: 1. Read HappyOrNot: Informing Governance #NonprofitBoards (http://nonprofitboard

HappyOrNot Non-profit Organization & The Future Of Leadership Question 1: 1. Read HappyOrNot: Informing Governance #NonprofitBoards

(http://nonprofitboardcrisis.typepad.com/mbblog/2018/03/index.html)

2. Write two paragraphs reviewing the assigned reading. In your paper,

a. Identify the title and the name(s) of the author(s) of the assigned reading(s). (1 point)

b. Identify the topic of the reading. (1 point)*

c. Identify why the author wrote the document. (This is the purpose or the theme.)**(2 points)

d. Explain the author’s major arguments and conclusions. (3 points)

e. Explain how the information from the reading related to the management of nonprofit organizations. (3 points)

*The topic identifies the “who, what, when, and how” of the reading.

**The theme identifies the purpose or what the writer wants the reader to learn.

Question 2: 1. Read The Future of Nonprofit Leadership: Worker Self-directed Organizations.

(https://nonprofitquarterly.org/2017/03/31/future-nonprofit-leadership-worker-self-directed-organizations/)

2. Write two paragraphs reviewing the assigned reading. In your paper,

a. Identify the title and the name(s) of the author(s) of the assigned reading(s). (1 point)

b. Identify the topic of the reading. (1 point)*

c. Identify why the author wrote the document. (This is the purpose or the theme.)**(2 points)

d. Explain the author’s major arguments and conclusions. (3 points)

e. Explain how the information from the reading related to the management of nonprofit organizations. (3 points)

*The topic identifies the “who, what, when, and how” of the reading.

**The theme identifies the purpose or what the writer wants the reader to learn.

Question 3: WEBSITE CRITIQUE

The internet has dramatically changed the ways in which nonprofit organizations present themselves to the world.It has become a critical tool for fundraising, for gaining support from the community, and for providing information to people who might use the products and services of the organization.

*Each student will identify a nonprofit organization whose MISSION/VISION is of interest to them.

Questions:

Page 1- How does the nonprofit organization communicate its mission, purpose and vision?

Page 2- Evaluate the appropriateness of the organization’s communication style.Are you satisfied with what is being communicated?Why or Why not?

Page 3- Compare and contrast the organization’s overall communication format with the readings.

Page 4-Provide at least two recommendations and provide a rational.

After spending sometime on the organization’s website, students will write a 2 to 4 pages double spaced paper that addresses the websites design, content, how it is presented. PLEASE CITE YOUR SOURCES. Note that this is 2 to 4 pages and the first steps numbered page 1 to 4 is just a guide.

Question 4:

Case: Art Museum

You are the director of a small art museum, located in a medium-size city in the Midwest, a job you have held for about 1 year. (Make any assumption you want about the nature of the collection.)

The members of your board are mostly executives of companies headquartered in or near the city. They all support the museum, both through their companies and personally, but with modest gifts. Most of them also serve on boards of other organizations and institutions, including their own alma maters, churches, and community-based nonprofits. The president of the board is Mr. I. M. Tuff, a busy and direct-spoken man who often doesn’t have time for casual conversation with you.

After your first year, you suggest to Mr. Tuff that it would be good to develop a strategic plan for the museum. Being familiar with strategic planning from his corporate experience, Mr. Tuff readily agrees and tells you to schedule a board retreat to begin the process. You prepare extensive briefing books for the retreat, filled with data about the museum.

Mr. Tuff presides at the retreat, and all of the board members engage in the discussion. But things seem to get quickly out of hand with a lot of ambitious ideas being proposed. You try to point out concerns and obstacles but are afraid to sound negative, so you acquiesce. By the end of the two-day session, the board has voted to dramatically expand the collection, conduct a capital campaign for a new wing of the museum, and double annual giving. At the conclusion of the retreat, Mr. Tuff puts his arm around your shoulder and says, “Good job. I think this is a great plan and the board is behind you all the way. We know you can do it.”

The next day you see an article in the local paper announcing a major new capital campaign by a local university–and the campaign chair is the spouse of one of your board members! You call your friend, who is director of development at the university and she says, “Oh sure, we’ve been planning the campaign for a year–you should have called me, I would have told you.” She asks you who your top prospects are for your campaign and you say, “I just don’t know. I have been so busy running the museum–it’s only been a year–that I really haven’t had much time out in the community.” You call Mr. Tuff. He just says, “Don’t worry; the board is behind you all the way. We know you will find some donors who want to fund our great little museum.”

You go home that night to wonder how you allowed yourself to get in this situation.

Questions for discussion:

1)What does this case suggest about the culture of the board and its understanding of its role?

2)What does the case suggest about your relationship with the board?

3)Think about the best practices for nonprofit CEOs discussed in Chapter 5 of the text. Are there some that you did not follow and, if so, could those errors explain the current situation?

4)What actions might you take now to improve the situation?

Question 5:

Case: East Side Youth Center Board: Giving and Fundraising

The East Side Youth Center is a community-based nonprofit that provides after-school recreational and cultural programs and tutoring to young people in an urban environment. Its staff includes an executive director, a business manager, and an executive assistant. Its programs are managed primarily by volunteer leaders. Its budget is about $500,000. About $250,000 comes from three events, and the balance comes from gifts made by individuals, local businesses, and two local foundations.

The center’s board of directors includes 15 people. In the past, the board consisted almost entirely of friends of the founding executive director, parents of students who had been served by the center, and individuals who also worked as volunteers in the center’s programs. As financial pressures increased in recent years, an effort was made to recruit more businesspeople and about half of the board members are now from business or are professionals. The other half is still parents and volunteers, some of the volunteers are affluent people but some are young people without financial resources.

At a recent meeting, the board’s chair raised the question of the board’s giving. Less than half of the board members made any personal gift last year. One gave $10,000, and a few others gave at the $1,000 or $500 levels. Others just made token gifts far less than they could afford. A few board members were also instrumental in obtaining gifts from their companies or local foundations. Some helped with planning for the three fund-raising events. Some did nothing.

The chair said to the board, “If we are going to raise the money we need, the board will have to lead the way and set an example. We need a policy that makes the expectations for board giving and participation in fund-raising explicit.” A consultant was retained and spoke to the board at its next meeting. She presented the following options for the board’s consideration:

1)Encourage board members to give, but don’t make it a requirement.

2)Require that every board member make some gift but do not specify the amount.

3)Establish a specific minimum annual gift that every board member is required to make.

4)Establish a requirement that every board member should make an annual gift equal to one percent of his or her income.

5)Establish a requirement that every board member should make the center the recipient of his or her largest gift each year, regardless of the amount; in other words, none should make a larger gift to any other organization.

6)Establish a give-or-get policy, that is, set some minimum amount that every board member is required to either give personally or raise from other sources in the community.

Possible questions for discussion:

1)What are the pros and cons of each approach suggested by the consultant?

2)What do you think will be the likely reaction of the board to each suggested approach?

3)Can you think of other alternatives beyond those suggested by the consultant?