The Realities of Board-Executive Relationships and Functions

By Irving Brodsky, Elinor K. Bernheim

Jewish Communal Service Association of North America (JCSA), National Conference of Jewish Communal Service, Fall 1961

As social work became increasingly professionalized following the drastic need for widespread social services during the Great Depression, boards of welfare organizations turned more and more to college-trained, professional executives to serve as powerful figures within their agencies. The authors argue that the executive director of the 1960s should primarily be an educator to the board who is prepared to executive any directive that they make in an informed way. As well, the executive must assume far greater fund-raising responsibilities than in previous generations. A productive relationship between the executive and members of the board, especially the president, is essential to excellent work, and the executive is the most well-positioned person to mediate relations among board members and to manage his own interactions with the board.

Topic: Management and Administration, Organizational Development, Philanthropy and Fundraising, Development, Social Work, Fundraising and Philanthropy

Name of Publication: Journal of Jewish Communal Service

Editor: Sherman, Sanford N.

Volume/Issue: Vol. 37/No. 3

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Genre: Article

Coverage: United States

Language: English

Copyright Holder: Publisher

Copyright Information: Download for personal use, freely distribute link

Bibliographic Information:
Brodsky, Irving. Bernheim, Elinor K. The Realities of Board-Executive Relationships and Functions. Journal of Jewish Communal Service. Jewish Communal Service Association of North America (JCSA),National Conference of Jewish Communal Service. Fall 1961:


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