OF STAY ROTATION OF MEMBERS IN A BOARD OF DIRECTORS OF AN NGO
By: Luis Julian Salas Rhodes Sociologist. Specialist and Master in Social Sciences Foundation Executive Director Human Welfare
julius34@une.net.co bienhumano@une.net.co
Formal organizations are human creations, not born by spontaneous generation, must be founded, to provide resources and give them a legal personality and legal. And because it gives them their own life are also affected by the passage of time, the life cycle, rise and decay periods, and depending on our choices and external contingencies subject to stay for many years, the early death, sudden, or final closure and liquidation.
rarely crosses the stage of the life of the organization with the kind of knowledge, skills, expertise and experience that must have board members for that particular stage of the cycle. They are different demands for participation a board in a nascent organization, where everything is yet to plan ahead and make that into an organization with ten or more years already has a defined social structure, documented processes and plant charges paid. And as organizations are influenced by the challenges and tasks of each life cycle stage, people are too. Not escape it.
The social diversity and trusteeship
The diversity of origin, gender, generation, age, profession and enrichment factors of strength on a board as long as it has in a climate of respect, dialogue, participation and governance democratic competition and allowing for the expression of differences. Diversity, not homogeneity is the value to promote in the composition of a board. Different people, multiple cycles of life but a common goal: working together to generate added value to the organization. A successful executive is one where there is knowledge of the organization, clearly between governance and management, commitment, responsibility, listening, effective communication, shared leadership between the president (a) and director (a) Executive (a), planning and performance evaluation.
goods, monies, assets of a nonprofit entity owned a community service order or the intervention. Board members are trustees, guardians of good use, representatives of society. It is a responsibility taken voluntarily but with legal consequences.
The formation of a board and member profiles
There are two ways to form a board of directors: one is the Assembly of Members who choose a candidate and another mode is a permanent board to co-opt the replacements. Not many organizations, should be the majority, which set up a defined profile and to select candidates to be vocal at the meeting. Not having them is that the premium choice cronyism, status, social relationships and real or imagined influence of the candidate. If you also not aware of the cycle stage of organization, if it lacks an analysis of the environment, and a prospective future, there is no guarantee to succeed in the election. Case
apart in the formation of the board are created by families NGOs and NGOs with institutional representatives. In the first case precedence criteria of kinship and affinity for the selection and retention of members. The second link is due to conditions of employment to pursue the representation on the board on behalf of third parties. In both cases, no other requirements are considered for the election of members, and that fact has its impact on the operation and governance of the board.
risks indefinite reelection
formal organizations, including NGOs, are built to last over time. The development of the mission, of purpose, policies and objectives require time for their implementation. The term of a board of directors is set by statute and not always coincide with the deadlines agreed in the strategic and operational plans of the organization. The bylaws should define, also, what kind of criteria apply retention and turnover. If allowed the reelection indefinite or if, conversely, should rotate the members who have met one or two periods.
indefinite re-election is the most convenient but also more risk that entails for the achievement of success and good performance of a board, and thus of the organization. The risks are:
trend to stagnation and status quo
Aging members generational
No Lack of evaluation culture
installation routine and how to proceed slowly as
Resistance to change and brake to innovation
Missed opportunities and lack of environmental threats
Over-reliance on the President (a) and the Director (a) Executive (a)
Installing an authoritarian or formal style in the direction of the joint government
vulnerability of the organization to death or resignation of members
Loss leadership and positioning of the organization at all costs of maintenance
solidarity
body
The benefits of democratic governance
establish and practice the criteria of continuity and rotation in the composition of the board allows:
Meeting periods of less than two years do not allow members the full knowledge of the organization and context. The change of all members without ensuring the permanence of the board creates confusion, ignorance and interferes with the continuity of policies and plans. The ideal situation is to provide a balance between continuity and rotation of members attending not only to the statutory requirements but the convenience of the present and future of the board and the organization. In this sense the role of President (a) is fundamental, it is he or she who gets to watch and encourage the taking of relevant decisions. The rotation involves having candidates soaking and a defined process of induction and guidance to new members. Leaving the board does not imply the permanent removal from the organization. Working committees are well placed to ensure continuity of the outgoing member if you want to remain connected to the organization. And it is this relationship which will facilitate their return to the board in another period if it wishes to do so.
consequences of not practicing democratic governance
Why do some organizations prefer to keep the term limits of board members and presidents (as)? Why others choose to combine the permanence and the rotation of its board? The reasons and explanations have to find them in the management model, the will of its founders, organizational culture, in the conception and exercise of power.
The principle of democratic governance must ensure the intake and eligibility of partners and members to be part of the board and play, if eligible and enough votes, the presidency itself. An authoritarian leadership style and a policy of term limits are obstacles to the exercise of democratic governance of the board. The values \u200b\u200bof democracy, transparency, good governance and accountability are not only due to the operation conditions public entities. No. They are also the values \u200b\u200band practices that should permeate the government agencies of civil society organizations. If these organizations are demanding the State cleanliness and working towards building a more just, peaceful and democratic must, under an ethical, lead by example in their social structure, lines of authority and exercise of power, the values \u200b\u200babove mentioned. Failure to do so is indicative of the management of double standards, lack of consistency, integrity and failure of the institutional mission, which, sooner or later, the company, its legitimate owner, claim accounts.
rarely crosses the stage of the life of the organization with the kind of knowledge, skills, expertise and experience that must have board members for that particular stage of the cycle. They are different demands for participation a board in a nascent organization, where everything is yet to plan ahead and make that into an organization with ten or more years already has a defined social structure, documented processes and plant charges paid. And as organizations are influenced by the challenges and tasks of each life cycle stage, people are too. Not escape it.
The social diversity and trusteeship
The diversity of origin, gender, generation, age, profession and enrichment factors of strength on a board as long as it has in a climate of respect, dialogue, participation and governance democratic competition and allowing for the expression of differences. Diversity, not homogeneity is the value to promote in the composition of a board. Different people, multiple cycles of life but a common goal: working together to generate added value to the organization. A successful executive is one where there is knowledge of the organization, clearly between governance and management, commitment, responsibility, listening, effective communication, shared leadership between the president (a) and director (a) Executive (a), planning and performance evaluation.
goods, monies, assets of a nonprofit entity owned a community service order or the intervention. Board members are trustees, guardians of good use, representatives of society. It is a responsibility taken voluntarily but with legal consequences.
The formation of a board and member profiles
There are two ways to form a board of directors: one is the Assembly of Members who choose a candidate and another mode is a permanent board to co-opt the replacements. Not many organizations, should be the majority, which set up a defined profile and to select candidates to be vocal at the meeting. Not having them is that the premium choice cronyism, status, social relationships and real or imagined influence of the candidate. If you also not aware of the cycle stage of organization, if it lacks an analysis of the environment, and a prospective future, there is no guarantee to succeed in the election. Case
apart in the formation of the board are created by families NGOs and NGOs with institutional representatives. In the first case precedence criteria of kinship and affinity for the selection and retention of members. The second link is due to conditions of employment to pursue the representation on the board on behalf of third parties. In both cases, no other requirements are considered for the election of members, and that fact has its impact on the operation and governance of the board.
risks indefinite reelection
formal organizations, including NGOs, are built to last over time. The development of the mission, of purpose, policies and objectives require time for their implementation. The term of a board of directors is set by statute and not always coincide with the deadlines agreed in the strategic and operational plans of the organization. The bylaws should define, also, what kind of criteria apply retention and turnover. If allowed the reelection indefinite or if, conversely, should rotate the members who have met one or two periods.
indefinite re-election is the most convenient but also more risk that entails for the achievement of success and good performance of a board, and thus of the organization. The risks are:
trend to stagnation and status quo
Aging members generational
No Lack of evaluation culture
installation routine and how to proceed slowly as
Resistance to change and brake to innovation
Missed opportunities and lack of environmental threats
Over-reliance on the President (a) and the Director (a) Executive (a)
Installing an authoritarian or formal style in the direction of the joint government
vulnerability of the organization to death or resignation of members
Loss leadership and positioning of the organization at all costs of maintenance
solidarity
body
The benefits of democratic governance
establish and practice the criteria of continuity and rotation in the composition of the board allows:
- ensure the principle of democratic governance
- Provide the joint and the generational Renew
- no injuries and the personal conflicts
- depersonalize the reasons for entry and exit of members
- Invigorate leadership and participation
- Adjust the composition of the board to the requirements of the life cycle of the organization
- Adopt assessment Group and individual performance of the board and its members accept the results
- the performance evaluation and corrective action
- promote creativity and innovation Banish
- routine and slow
- Recognize and encourage new leadership
- Flexibility and acceptance of change
Meeting periods of less than two years do not allow members the full knowledge of the organization and context. The change of all members without ensuring the permanence of the board creates confusion, ignorance and interferes with the continuity of policies and plans. The ideal situation is to provide a balance between continuity and rotation of members attending not only to the statutory requirements but the convenience of the present and future of the board and the organization. In this sense the role of President (a) is fundamental, it is he or she who gets to watch and encourage the taking of relevant decisions. The rotation involves having candidates soaking and a defined process of induction and guidance to new members. Leaving the board does not imply the permanent removal from the organization. Working committees are well placed to ensure continuity of the outgoing member if you want to remain connected to the organization. And it is this relationship which will facilitate their return to the board in another period if it wishes to do so.
consequences of not practicing democratic governance
Why do some organizations prefer to keep the term limits of board members and presidents (as)? Why others choose to combine the permanence and the rotation of its board? The reasons and explanations have to find them in the management model, the will of its founders, organizational culture, in the conception and exercise of power.
The principle of democratic governance must ensure the intake and eligibility of partners and members to be part of the board and play, if eligible and enough votes, the presidency itself. An authoritarian leadership style and a policy of term limits are obstacles to the exercise of democratic governance of the board. The values \u200b\u200bof democracy, transparency, good governance and accountability are not only due to the operation conditions public entities. No. They are also the values \u200b\u200band practices that should permeate the government agencies of civil society organizations. If these organizations are demanding the State cleanliness and working towards building a more just, peaceful and democratic must, under an ethical, lead by example in their social structure, lines of authority and exercise of power, the values \u200b\u200babove mentioned. Failure to do so is indicative of the management of double standards, lack of consistency, integrity and failure of the institutional mission, which, sooner or later, the company, its legitimate owner, claim accounts.
