Difference between revisions of "Advanced Governance Diagnostics"
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==Introduction== | ==Introduction== | ||
| − | [[File:FSD-Small-PNG.png| | + | [[File:FSD-Small-PNG.png|120px||right]]The FairShares Association’s governance auditing and diagnostic tools were strongly influenced by longitudinal studies and academic articles written at Sheffield Hallam University. |
Key works include: | Key works include: | ||
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* Chadwick-Coule, T (2011). Social dynamics and the strategy process : bridging or creating a divide between trustees and staff?, ''Nonprofit and Voluntary Sector Quarterly'', 40 (1): 33-56. | * Chadwick-Coule, T (2011). Social dynamics and the strategy process : bridging or creating a divide between trustees and staff?, ''Nonprofit and Voluntary Sector Quarterly'', 40 (1): 33-56. | ||
| − | The advanced diagnostics are comprehensive – you’ll need 30 – 45 minutes to do them. They are designed as both CPD tools to develop individuals capacity, and as aids for organisation development so that governing bodies / social entrepreneurs can advance thinking from [[FairShares Model]] – Level 1 (Coaching/Social Audit) towards Levels 2 (Design and Development) and 3 (Reconstituting the Enterprise). The diagnostics collect stakeholder perspectives on the governance principles that are operating in a selected organisation. | + | The advanced diagnostics are comprehensive – you’ll need 30 – 45 minutes to do them. They are designed as both CPD tools to develop individuals' capacity, and as aids for organisation development so that governing bodies / social entrepreneurs can advance thinking from [[FairShares Model]] – Level 1 (Coaching/Social Audit) towards Levels 2 (Design and Development) and 3 (Reconstituting the Enterprise). The diagnostics collect stakeholder perspectives on the governance principles that are operating in a selected organisation. |
==Interpreting Results== | ==Interpreting Results== | ||
Latest revision as of 11:15, 28 January 2019
You can try out the FairShares Advanced Governance Diagnostics by visiting the website of the FairShares Association.
Introduction
Key works include:
- Ridley-Duff, R. J. (2005) Communitarian Perspectives on Corporate Governance, Sheffield: Sheffield Hallam University. [1]
- Ridley-Duff, R. J. (2007) “Communitarian Perspectives on Social Enterprise”, Corporate Governance: an International Review, 15(2): 382-392. [2]
- Coule, T. (2008) Strategies for Sustainability in the Voluntary Sector, Unpublished PhD Thesis, Sheffield Hallam University.
- Chadwick-Coule, T (2011). Social dynamics and the strategy process : bridging or creating a divide between trustees and staff?, Nonprofit and Voluntary Sector Quarterly, 40 (1): 33-56.
The advanced diagnostics are comprehensive – you’ll need 30 – 45 minutes to do them. They are designed as both CPD tools to develop individuals' capacity, and as aids for organisation development so that governing bodies / social entrepreneurs can advance thinking from FairShares Model – Level 1 (Coaching/Social Audit) towards Levels 2 (Design and Development) and 3 (Reconstituting the Enterprise). The diagnostics collect stakeholder perspectives on the governance principles that are operating in a selected organisation.
Interpreting Results
Documentation on how to interpret the results of the Advanced Governance Diagnostics will appear here.
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