Publisher's Synopsis
Executive directors can often feel that the problems they face in working with their board are never ending, every day, and everywhere occurrences. Stephen Block draws on thirty-six years of experience to outline the roles and responsibilities of nonprofit boards and examines the common barriers to success. By drawing on the central concepts and values of the social work profession, this book develops of model of board management that empowers executive directors to manage a successful and productive board. The information in the book is as relevant for an experienced director as it is for a student of nonprofit management.
The Board Relationship Model is at its core a collegial, partnership-based approach to board management that values the ""human element"" above all else. It addresses problems from a social work perspective--first assessing the situation to formulate a coherent plan of intervention, implementing the plan, and finally evaluating the results. Using theory, research findings, and case studies, the book clearly demonstrates the two distinct modes of problem-solving the model was designed for--first, addressing the specific problems that impede board functions, and second, building and maintaining the relationships that lead to long-term success.
Features: Applies an understanding of human behavior and the social environment to inform decision making; Reviews the major theories and models of board management; Presents the historical context of the intersections of social work, management, and governance; Develops a cohesive framework for managing board member expectations.
