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Case Studies of Nonprofit Organizations and Volunteers

Edited By Jennifer Mize Smith and Michael W. Kramer

Given the increasing presence of nonprofit organizations and their impact upon American society, colleges and universities are recognizing the need to offer courses and programs to train current and future employees, volunteers, and supporters of the nonprofit sector.
This volume, featuring empirically-based case studies, provides an opportunity to analyze communication and other organizational issues in nonprofit, volunteer, and philanthropic contexts. Each case is designed to help readers critically think about the particular nonprofit context, the organizational issues presented, the ways in which those issues could be addressed, whose interests are served, and potential consequences for the organization and its various stakeholders.
This collection offers a unique glimpse into everyday issues and challenges related to working in and with nonprofit organizations, making it a valuable resource for undergraduate and graduate courses in nonprofit management, nonprofit communication, voluntarism, philanthropic studies, and social entrepreneurship. Each case also addresses a broader conceptual or theoretical framework of organizational studies, making it appropriate in other organizational communication courses as well.


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Section Three: Boards of Directors: Managing Roles, Decisions, and Stakeholders


Boards of Directors: Managing Roles, Decisions, and Stakeholders s e c t i o n t h r e e Joining a New Nonprofit Board of Directors Beginning with the Strategic Plan* trudy milburn Independent Researcher alan hansen Carroll College As Theresa drove into the parking lot, she thought back to what happened two months prior, when she attended a meeting of the Parent Teacher Association (PTA) at her daughter’s charter school and heard about the formation of a new nonprofit foundation. Theresa had been interested in nonprofit organizations before, so her interest was piqued, and she listened closely. The woman speaking identified herself as Bev, a former schoolteacher and the organization’s first paid staff member. Bev was recruiting volunteers to help organize this new nonprofit foundation. She explained that the charter school was initially created to occupy space on the local college campus. While land had been set aside on the campus, they now needed to mobilize support to make the charter school happen. The foundation was being formed to ensure that the charter school moved to the college campus. Thinking back to the night she met Bev, Theresa realized that she didn’t take long to consider Bev’s proposal. The charter school currently occupied a vacated building that the school district recently closed because of low enrollment—a tem- porary arrangement that could change at any time if they chose to place another school in the building. Theresa recalled the charter school principal explaining that the charter school operated...

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