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5. Reorganization of the current management (management of the “governing body”)

5. Reorganization of the current management (management of the “governing body”)

Given that such organization is managed by its director, who provides representative authority to the other members (if any) only on a case-by-case basis and within the specific scope of their activity, the reorganization of the management occurs, in a “natural” way, once such director is no longer able to ensure the persistence of the organization or “at all”, or within the stated requirements. In this case he will appoint the following director or among the other members of such organization (if any), or by “cooptation” (that is for a choice that does not foresee an external procedure ). Because the strict relationship between the prerogatives of the organization and its director, it is possible, and also in some way necessary, that, leaving intact its guidelines and principles [purposes] specifically the so called “prerogatives” of it, will be reconceived according to characteristics of the new management. In such case, therefore, this organization pursues its goals not through a sort of “perpetuation of the identical”, but rather recreating the conditions so that its “revolutionary” [creative] character will be maintained over time during the necessary change. (In other words a director will appoint his successor not to keep or to improve the organization “as is”, but taking care the “creativity” of its development).

Note 1. If the membership of the current director terminates, and a successor is not appointed by him, the other members of this organization will appoint a new director or among themselves (according to the article 4.2 of this charter) or by a call of a third person complying – as for any other member of this organization (see article 6, note 1 of this charter) – the principles stated in the Appendix (“Among the qualities of the organization...”), and who is especially deserving to fill this role. This person should to tend to be young (and yet not “too much”, in such a way that the optimal range could be fixed approximately between 30 and 40 years old), and being in possession of the necessary creativity to carry forward the Institute so as it has been conceived.