RE-THINKING NONPROFIT ORGANIZATION GOVERNANCE: IMPLICATIONS FOR MANAGEMENT AND LEADERSHIP

Abstract

ABSTRACT This article proposes a conceptual framework for re-examining NPO governance, especially focussing upon the roles and responsibilities of boards, executives, and other staff and volunteers. It draws from Talcott Parson's idea that all human organizations exhibit three distinct levels of responsibility and control – institutional, managerial, and technical/operational. Both academic scholarship and nonprofit organization practice are increasingly re-considering the structure and functions of governance and management within nonprofit organizations (NPOs). While it can be argued that the governance portion of the institutional level of functioning should be located with the volunteer board of directors, otherwise I suggest that the following factors affect the appropriate division of roles and responsibilities among board, executive, and other staff and volunteers within an NPO: 1)the size of the NPO's budget, staff, and board; 2) the number of active volunteers and the breadth of roles they perfor...