Suchergebnisse

AbstractGoverning Boards, by Cyril O. Houle. San Francisco: Jossey‐
Bass, 1997. 223 pp., $21.95 paper.
Boards That Make a Difference: A New Design for Leadership
in Nonprofit and Public Organizations, by John Carver. 2nd
ed. San Francisco: Jossey‐Bass, 1997, 241 pp., $28.95 cloth.
Perfect Nonprofit Boards: Myths, Paradoxes, and Paradigms,
by Stephen R. Block. Needham Heights, Mass.: Simon &
Schuster, 1998, 149 pp., $21.95 paper.
Nonprofit Boards: Roles, Responsibilities, and Performance, by
Diane J. Duca. New York: Wiley, 1996, 192 pp., $29.95 cloth.

AbstractThis article draws on previous research by the author in which the long‐term effectiveness of technical assistance grants in fundraising was studied. Successful and unsuccessful interventions by fundraising consultants in that earlier study are compared using several descriptions of the role of the consultant from organizational development literature. This comparison helps define the roles played by successful consultants in fundraising interventions and provides a number of suggestions for both organizations and consultants as to how to make such interventions successful.

This article reports on a study of the outcomes of receiving a specialized master's degree in nonprofit management as perceived by graduates of three such programs in the United States. A literature search was conducted to identify outcomes that nonprofit management education should provide, and a questionnaire based on the literature was developed. The questionnaire was mailed to 645 graduates of three master's degree programs in nonprofit management; total response rate was 65%. Results indicated an overall positive perception of the outcomes of the program. This was true regardless of the length of time since respondents had graduated and the number of years they had worked in the nonprofit sector. Responses to an open-ended question regarding graduates' satisfaction with the degree were predominantly positive, but negative comments suggest areas where programs could be improved. The implications of the study's findings for the field of nonprofit management education are discussed.

AbstractThere is growing recognition in the nonprofit field that the executive director has a key role in determining whether the board of directors will function effectively. To aid executives in this vital role, two recent studies defined a "good board" from the point of view of two samples of executive directors of community agencies, then sought factors related to board performance as measured by this definition. In interviews, executives whose boards scored higher than their peers on this performance measurement related how they work with their boards in such areas as recruitment of new members, financial management, fundraising, and leadership development.