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Informationen zum Autor Randy Quinn served for 30 yearsas executive director of two state school boards associations, in Alabama for 19 years and in Colorado for 11 years.He has written more than 400 articles for publication in various journals,and has served on the boards of directors of numerous state and national organizations. He too benefited from the high visibility of the Colorado board training programs, and co-founded AGI: Aspen Group International LLC in 1993 to extend his work throughout the United States and internationally. Linda J. Dawson has more than 35 years of experience as a skilled author, consultant, coach and facilitator with a career in teaching and administration, agency public relations, and association leadership. As an executive with the Colorado Association of School Boards, she developed widely regarded governance training programs recognized at the national and international levels. The ensuing demand for her services led to her decision to co-found AGI: Aspen Group International LLC in 1993. Klappentext The challenge of governing a complex organization is difficult enough in itself, without layering on top of that challenge the struggle to make the board's own operating system seem natural and meaningful. Making Your Governance Model Work is a practical guide that takes the mystery out of that process. Zusammenfassung The challenge of governing a complex organization is difficult enough in itself! without layering on top of that challenge the struggle to make the board's own operating system seem natural and meaningful. Making Your Governance Model Work is a practical guide that takes the mystery out of that process. Inhaltsverzeichnis Chapter 1: A Word About Governing Models Chapter 2: Rolling Out Your Model Chapter 3: Monitoring Governance Culture and Board-CEO Relations Policies Chapter 4: Monitoring Operational Expectations Policies Chapter 5: Monitoring Results Policies Chapter 6: Evaluating the CEO in this New Governing Environment Chapter 7: Stakeholder Dialog Chapter 8: Building an Effective Board Work Plan Chapter 9: Building a New Board Meeting Agenda Chapter 10: Change: It's a Leadership Conundrum Chapter 11: Now What? Chapter 12 Appendix A: Operational Expectation Monitoring Reports Chapter 13 Appendix B: Results Monitoring Reports Chapter 14 Appendix C: Dialogue Chapter 15 Appendix D: Agendas ...
