EAST COAST ORCHESTRA

East Coast Orchestra

East Coast Orchestra's Board of Trustees

Introduction

The case study of East Coast Orchestra proves to be the classic one in the world of nonprofit. While making its transition to large one, the essence of its mission and resource slipped away from its board whereas, the present and future of ECO hangs in the middle.

Discussion

The case study of ECO is followed by a formal report prepared by the consultant hired to examine the functions of the board and their decision making ability. The case is much descriptive to facilitate students to develop their understanding in relation to leadership in a nonprofit organization.

Class discussion will surface issues related to board accountability and leadership in the areas of fund raising, patron and audience development, board composition and attendance, and oversight of staff. In addition, examination of the board legal responsibilities in the realm of financial management provides a good basis for discussion of the fundamentals of nonprofit law.

In the initial years, everything was up to the mark and going well. There was the active participation of BODs and other staff in the management and operation functions. Each activity was closely monitored and evaluated in the regular meetings with BODs.

The main problem arose in the area of raising funds which used to remain low. It touched the bottom level to such extent that it was difficult to pay salaries to staff. ECO had to face excessive funds deficit. The composition of Board was also a question mark to the trustee and what should be the order to raise money and support community.

There are two opposing positions regarding the importance of top management team in making strategic decisions. For one thing, the ecology of organizations denies any influence of team address the results of the organization, but on the other hand, there are a number of investigations relevant to show that certain aspects related to the senior management team have influence on decision-making process strategic and hence on the performance or effectiveness of the organization. However, it is argued that the results of the organization, i.e., strategic choices and performance, are partially predetermined by the characteristics of those participating in the administration (Ancona & Caldwell, 1992).

Public organizations have their unique characteristics and place different from private which are nonprofit organizations. Indeed, the fact those firms have or not for Profit are seen as a key feature with serious implications for the behavior strategic institutions. A classic work that reveals a set of differences between nonprofit organizations and profit organizations compares the characteristics of public and private organizations to find the significant differences regarding the environmental factors. The relationship environment / organization and internal structures and processes, all of which results in a set of strategic implications in the definition of the purposes, objectives, and planning in human resource selection, management and motivation, and the control performance measurement.

Similarly, performing a meta-analysis reviewing the findings of organizational change in the public sector, compared with the private ...