Management of Non-Profit Organizations
Starting with a broad overview on the context, the structures and the specificities of the nonprofit sector this course aims to tackle a wide range of aspects related to Nonprofit Management and explore in detail the different tools and ideas around this type of organizations.
Silvia López Herrero
Weekly - Available soon
Total - Available soon
Anheier, H. (2000) Managing NonProfit Organisations: Towards a New Approach. Civil Society Working Paper 1.
Barned, J. (2009) Financial Management of Not For Profit Organisations. Guide CPA Australia.
Campos Franco, R., Wojciech Sokolowski, S., Hairel, E. and Salamon, L. (2004), 'The Portuguese Nonprofit Sector in Comparative Perspective'. Universidade Católica Portuguesa and Johns Hopkins University.
Dees, G. (1998) Enterprising Nonprofits. Harvard Business Review.
Ebrahim, A. and Rangan, V. (2010) The Limits of Nonprofit Impact: A Contingency Framework for Measuring Social Performance. Harvard Business School Working Paper.
Foster, W., Kim, P. and Christiansen, B. (2009) Ten Nonprofit Funding Models. Stanford Social Innovation Review.
Glaeser, E. (2003) Introduction to 'The Governance of Not For Profit Organizations'. University of Chicago Press.
Graham, J. and Kinmond, M. (2008) Literature Review of Nonprofit Best Practices in Governance and Management. Institute On Governance Paper Series.
Hager, M. and Brudney, J. (2004) Volunteer Management Practices and Retention of Volunteers. The Urban Institute.
Hannum, K. et al. (2011) Emerging Leadership in Nonprofit Organizations: Myths, Meaning, and Motivations. Center for Creative Leadership.
Lewis, A. (2002), Nonprofit Organizational Assessment Tool. Society for Nonprofit Organizations.
London Business School (2004) Measuring Social Impact: The Foundation of Social Return on Investment (SROI). NEF.
Mittenthal, R. (2002) Ten Keys to Successful Strategic Planning for Nonprofit and Foundation Leaders. TCC Group Briefing Paper.
Pope, J., Isely, E. and Asamoa-Tutu, F. (2009) Developing a Marketing Strategy for Nonprofit Organizations: An Exploratory Study, Journal of Nonprofit & Public Sector Marketing, 21:2, 184-201.
Ronchetti, J. (2006) An Integrated Balanced Scorecard Strategic Planning Model for Nonprofit Organizations. Journal of Practical Consulting.
Sheehan, R. (2005) What is Nonprofit Strategy ? Working Paper prepared for the 34th Annual Conference of the Association for Research on Nonprofit Organizations and Voluntary Action
Things, D. (2010) Partnerships: Frameworks for Working Together. Strengthening Nonprofits: A Capacity Builder’s Resource Library.
The course will have a Moodle page that is organized by topics and in each of them you will have a set of “Resource” which will include key readings, tools and methodologies to support and complement the course goals. The Moodle will be also used to disseminate information about the course as well as the lecture’s presentations. Moodle can be accessed via desktop, tablet or mobile, to work on your Course anytime and anywhere.
to support and complement the course goals. The Moodle will be also used to disseminate information about thecourse as well as the lecture’s presentations. Moodle can be accessed via desktop, tablet or mobile, to work on your Course anytime and anywhere
The combination of teaching methods such as case studies, short videos, class discussions and presentations wishes to foster the learning space and critical analysis and seeks to promote students ability to develop and apply their management skills to the nonprofit sector. Classroom participation is expected and required.
The final exam is mandatory and must cover the entire span of the course. Its weight in the final grade can be between 30% to 70%. The remainder of the evaluation can consist of class participation, mid-term exams, in class tests, etc. Overall, written in class assessment (final exam, mid-term) must have a weight of at least 50%.
Individual work in-class: 30% - Each will be asked to choose one non profit organization from all over the world. The students should present a report on the reasons why they choose the organization and presente a critical point of view.
Group work: 40% - The students are asked to form groups. Each group has to find a non-profit organization and figure out a specific management related problem/challenge that it is facing.
You can then either help directly the organization to solve the identified management problem, or develop the solution to that specific problem using data from the organization and the tools you find useful.
Individual exam in class: 30%
Adjustments of 0.5 points in the final grade (in either direction) can be made, based on other information available such as participation in class and contribution to the coursework.
Introduction to the Course ;
The NFPO Ecosystem & Trends;
Strategic Management & Diagnostic Management Tools;
Value Creation & Sustainability;
Stakeholder Management & Partnerships;
Governance & Human Capital Model & Legal;
Impact Assessment ;
Marketing & Communication;
Final Exam; Group Presentations & Wrap-up of the course.
Programs where the course is taught: