ABSTRACT

Governing boards play a crucial role in ensuring that public and non-profit organizations are publicly accountable and perform well. Until now, there have been relatively few detailed empirical studies of what boards do in practice, but this book fills that gap by bringing together analyses based upon some of the best recent empirical studies.Using

chapter |20 pages

Introduction

The changing context of governance – emerging issues and paradoxes

part |2 pages

Part I Who governs?

part |2 pages

Part II What do boards do?

part |2 pages

Part III Roles, relationships and power

chapter 7|17 pages

Not so very different

A comparison of the roles of chairs of governing bodies and managers in different sectors

chapter 9|21 pages

Governing independent museums

How trustees and directors exercise their powers

part |2 pages

Part IV Continuity and change

chapter 13|17 pages

Conclusion

Contextualising and managing the paradoxes of governance