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The Whitney Clinic / Anne Cohn Donnelly, Walter Scott, Kathy Shaw, Millie Gong, Lydia Morris, Michael Roark.

By: Contributor(s): Material type: TextSeries: Publisher: London : SAGE Publications Ltd, 2017Description: 1 online resourceContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781473992849 (ebook) :
Subject(s): DDC classification:
  • 362.11
Online resources: This case describes a community-based healthcare clinic and the issues facing the management and board of directors. The issues raised are common problems faced by all types of nonprofit organizations: insufficient fundraising and marketing policies to guide board decision making, confusion over staff and board roles in decision making, poorly thought-out bylaws that contribute to the confusion over board and staff roles, the challenge of harnessing the diverse backgrounds and opinions of a community-based board of directors, and lack of sound financial planning.
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Originally published: Donnelly, A. C., Scott, W., Shaw, K., Gong, M., Morris, L., & Roark, M. (1996). The Whitney Clinic. 5-208-255. Evanston, IL: Kellogg School of Management, Northwestern University.

This case describes a community-based healthcare clinic and the issues facing the management and board of directors. The issues raised are common problems faced by all types of nonprofit organizations: insufficient fundraising and marketing policies to guide board decision making, confusion over staff and board roles in decision making, poorly thought-out bylaws that contribute to the confusion over board and staff roles, the challenge of harnessing the diverse backgrounds and opinions of a community-based board of directors, and lack of sound financial planning.

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