Board effectiveness in Non-Governmental Organizations in Kenya and the board's influence on NGO performance

A dissertation submitted in partial fulfillment of the requirements for the degree of Master of Business AdministrationThis study examines the perception of management teams of the effectiveness of boards of directors within nongovernmental organizations and the extent to which performance is affected by challenges in the operational environment. Data was obtained through responses to a standardized questionnaire. A response rate of 54% was achieved. Managers rated the performance of the governing boards on six performance dimensions: contextual, educational, interpersonal, analytical, political and strategic. Boards were rated lowest in the strategic dimension, which assessed the extent of their strategic input into the direction of the organization, and analytical dimension, which measured the boards' ability to deal with complex matters and maintain a broad perspective. The highest rating was given to the educational dimension, which measured the boards' commitment to training and developing its members, and interpersonal dimension, which measured the extent to which the board nurtured group goals and relationships. The research findings also indicated that a significant negative correlation exists between board performance and constraints in the operational environment. Based on the research findings, it was recommended that boards of NGOs consider adopting a model for self-assessment on a regular basis and that this be made available to the NGO Board and NGO Council as well as to other NGOs and the public at large. It was also recommended that boards or senior management of NGOs perform regular environmental scans so that the organization can have time to realign strategy with existing challenges and limitations