A recently mint MBA signs up with a volunteer non-profit board. Soon subsequent to signing up with the board the company experiences substantial capital complexities. In the procedure of resolving this issue, much deeper concerns are exposed, consisting of veteran ignorance of fiduciary obligations by existing and previous board members, absence of standard monetary and personnel controls, issues with credibility and image in the neighborhood, alienation of funders, and an executive director (ED) who attempts her finest to conceal her efficiency problems from the board. The board needs to choose if they can rearrange and continue operations to attend to these weak points or if the firm ought to be closed.
PUBLICATION DATE: April 15, 2010 PRODUCT #: NA0080-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
Differences at Work: Sam (B)
Managing Segways Early Development
Julia Stasch (A)
Volkswagen Navarra, 8th Collective Agreement (A)
HRM Challenges at Alden Auto Auctions
Crossing the Line: Don Imus and the Rutgers Women’s Basketball Team
Navigating Organizational Politics: The Case of Kristen Peters (A and B)
Bayer CropScience in India (A): Against Child Labor
Leaving
Deloitte & Touche (A): A Hole in the Pipeline, Spanish Version
