By Scott C. Stevenson
This custom source presents readers with a large collection of options aimed toward expanding attendance for specified occasions. It encompasses a number of concepts to advertise occasions and methods for attracting the meant ingredients.
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Extra info for 76 Ways to Increase Special Event Attendance
Consistently using one model is like having all the little wheels and other components in your wristwatch make sense as a total system. There would be no value in your purchasing a few extra wheels not designed for that specific watch just to be on the safe side. It is the system-specific, uncluttered integration of parts that makes the watch work. Admittedly, the parts must actually work as a system, but even if they do not, the solution is not to throw more parts at the watch but to redesign the system.
We have certainly found situations in which Policy Governance is more difficult to implement. We have found that some types of organizations and circumstances impose idiosyncrasies on the way the model is applied. c01 1/4/06 5:10 PM Page 5 Setting the Stage members and executives in widely different cultures from several continents support our confident assertion that the model works well in any situation. Since Policy Governance creates a powerful board, why would it be attractive to CEOs? Policy Governance does, indeed, strengthen the governing role, but it does not undercut legitimate CEO prerogatives.
No. The board does make the largest ends decisions, but smaller ones (those of less breadth) are made by staff. Staff makes means decisions, to be sure, but those decisions are constrained by the board’s broadly stated limits about those means. Further, the board— along with its officers and committees—decides the board’s means entirely. So, you see, both board and staff make both ends and means decisions. Our CEO says that because certain issues are “means,” the board has nothing to do with them.