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This chapter focuses on the role and importance of chairmen. The primary task of chairmen is to chair their boards. This is what they have been appointed to do and, however the duties at the top of a company may be divided, chairing the board is their responsibility alone. Chairmen are put in charge of boards by their colleagues to ensure that board meetings will run efficiently and that their time will not be wasted. It is also their responsibility to encourage board members to give their individual best in a cooperative cause. As long as chairmen use their authority impartially, with a view to expediting the business of the board, they will have the full support of their colleagues.

This chapter draws on data from the National Study of Community Organizing Coalitions to analyze the individual-level diversity among two sets of key leaders within faith-based community organizing: professional staff and governing board members. The chapter focuses on racial and ethnic diversity, but also examines socioeconomic, gender, and age diversity. The high level of diversity within the field’s leadership makes this social movement unusual in American civil society, and its impressive racial/ethnic diversity in particular, combined with its historic emphasis on universalist democratic ideals, makes faith-based community organizing a suitable case for analyzing the dynamics between universalist and multicultural commitments in grassroots democratic movements. The chapter also argues that retaining professional staff embodying high levels of racial/ethnic diversity represents a critical challenge for the field, and examines the practices through which faith-based community organizing coalitions and networks have sought to retain diverse organizing staff. Those practices include paying professional salaries; engaging issues of racial equity internally and externally; building shared meaning within their organizational cultures; and offering professional development opportunities, including some focused on racial equity.

This chapter traces the evolution of the IASB organization through its first decade, and reviews the changing composition of the trustees, the Board, the advisory council, the interpretations committee and the technical staff. The trustees exercised their right to appoint Board members by gradually shifting the emphasis in the Board from technical accounting expertise to a broader range of backgrounds and experiences. Several initiatives were taken to enhance the Board’s due process and to improve its communication with constituents. Establishing a secure funding basis for the IASC Foundation was a continuous preoccupation of the trustees. Gradually, the initial reliance on voluntary contributions was replaced by national funding mechanisms and by funding from the European Commission.

This chapter discusses the appointment of the initial trustees of the IASC Foundation, including their chairman Paul Volcker, and the trustees’ decisions and activities to bring the new IASB into being. The most vital of these decisions were the selection of the first chairman of the IASB and the other initial Board members. Once appointed, the initial Board chairman, Sir David Tweedie, played an active role in setting up the IASB. Other aspects of the IASB’s initial organization covered in this chapter include the creation of a Standards Advisory Council (SAC) and an International Financial Reporting Interpretations Committee (IFRIC), the building of a technical staff, and the soliciting of a sufficient amount of voluntary contributions to fund the new organization.

This chapter focuses on who governs the Third-Sector organizations in greater Philadelphia and what they are trying to accomplish. Contrary to predictions that economic elites would abandon the city, the Philadelphia case shows a more complicated picture. Although an increasing share of the region's wealthy residents both live and work in the suburbs, they have not altogether turned their back on the city. Those suburbs furnish volunteers who now occupy more than half of the board seats in the Third-Sector institutions leading development projects and pursuing the transformation of public education. This chapter shows how the Third Sector has emerged as an ideal vehicle to incorporate suburban influence in the rebuilding of the city's culture and tourism infrastructure, its institutions of higher education, research, medicine, and waterfront development. It also looks at the various funding channels that support urban redevelopment in Philadelphia and discusses the reasons why Third-Sector board members volunteer time and money to support the city.

This chapter emphasizes Chairman Liebman’s Board’s efforts to bring the statute’s workers’ rights emphasis back to life through case decisions, fuller use of the NLRB’s remedy power, and rule-making that would have required most private sector employers to post a notice at the workplace informing workers of their rights under the Act and would have streamlined the NLRB’s representation election process by eliminating unnecessary delays.

This chapter focuses on the chairman's representational role. It is the job of the chairman to provide leadership and to represent the company properly to the outside world. The board members share the responsibility for the public image of the company and for electing the chairman to represent them and their company. The degree to which this responsibility for the company's external relations is discharged by the chairman personally varies between chairmen and between companies. The responsibility for ensuring that the company is properly represented, however, rests firmly with chairmen, irrespective of the size of the company and of the way in which they delegate their duties in this regard.

This chapter focuses on the group of white residents committed to the eventual reopening of the Prince Edward public schools who emerged from a semi-secret meeting at former school board chairman Maurice Large's cabin. They found a “patrol force” of PESF board members waiting outside to identify them. A car parked on a nearby public road trained its headlights upon all the vehicles exiting from Large's driveway, and attendee Lester Andrews spotted one of his friends writing down names. A story circulated that C. W. “Rat” Glenn, one of the most feared men in the county, had forced several drivers off the road in an effort to get their license plate numbers. Other attendees later claimed that PESF officials stopped and questioned them as they drove up to their homes.

The Insider’s Guide to Working with Universities was written to help businesspeople, particularly board members and new academic leaders, who work with colleges and universities. The book gives them a clearer and more comprehensive understanding of how higher education works and helps them perform better in their university-related roles. The primary audience for the book is businesspeople who serve on university boards, individuals who bring incredible skills and experience but may have limited prior exposure to higher education. University boards make important decisions about strategic priorities, senior-level hiring, and budgets, their understanding of how universities work is critical to the success of the institutions that they serve. The book also helps people who take on senior positions within universities, perhaps as a dean or president, as well as businesspeople who would like to teach at the college level; donors, for whom a better understanding of academic institutions could help to shape their philanthropy; lawmakers and legislators, especially at the state level, who are responsible for public funding of higher education; and also considered are people in industries, including consulting and online education partners, whose clients are colleges and universities.

“Roles for Social Workers” explores varied opportunities available for social workers in the camp setting. Although the title, “social worker” is rarely used in camps, social workers are found in a myriad of positions. The roles of direct service intervention, system linkage, system maintenance, and system development are discussed. Direct service intervention roles include the general counselor, specialty counselor, and clinician. The system linkage role describes the agency worker as referral source. The camp agency administrator, camp director, assistant director, supervisor, trainer/educator, and consultant are system maintenance roles often played by social workers. System development roles for social workers include researcher, board member, volunteer, camp creator, and camp owner. Experiential narratives by social workers in the positions of clinician, consultant, and board member are provided as vignettes.