CHAPTER 1. Nonprofit Management as a Profession and Field ...



Chapter OutlinesCHAPTER 1. Nonprofit Management as a Profession and Field of Study Refer to pages 3-16 in the textbook.Learning Objectives1. Describe the differences between management in the nonprofit sector and management in other sectors.2. Explain various approaches to the study of nonprofit organizations.3. Describe the growth of nonprofit management as a professional field and a field of study.4. Explain forces that have led to the professionalization of nonprofit management.5. Classify various authors in terms of their perspective on the nonprofit sector.Chapter 1 OutlineA Revolution in ManagementA Distinct ProfessionNonprofit Management as a Field of StudyToward a Balanced ApproachProceeding With Realism and PrideChapter SummaryCHAPTER 2. Overview of the Nonprofit SectorRefer to pages 19-47 in the textbook.Learning Objectives1. Identify various types of nonprofit organizations.2. Compare various terms used to identify the nonprofit sector and explain their implications.3. Classify nonprofit organizations according to the National Taxonomy of Exempt Entities and the Internal Revenue Code.4. Explain the differences between organizations classified under 501(c)(3) and 501(c)(4) and the advantagesand limitations related to each classification.5. Explain differences among charitable subsectors.6. Classify organizations as purely philanthropic, purely commercial, or hybrid, depending on various characteristics.7. Explain new organizational forms and the concept of the fourth sector.8. Analyze cases, applying concepts from the chapter.9. Explain the historical growth of the nonprofit sector.Chapter 2 OutlineSearching for a Common VocabularyAlternatives to NonprofitSize of the U.S. Nonprofit SectorDifferentiating the Nonprofit SectorNational Taxonomy of Exempt EntitiesIRS ClassificationsSalamon’s AnatomyThe Spectrum of OrganizationsEmerging New ModelsCommercialization and Tax ExemptionImplications for Nonprofit ManagersChapter SummaryNotesCHAPTER 3. Theories of the Nonprofit Sector and Nonprofit OrganizationsRefer to pages 49-72 in the textbook.Learning Objectives1. Summarize key theories from various disciplines that explain the nonprofit sector.2. Define public, private, and common goods and the role of nonprofit organizations in providing them.3. Summarize key theories explaining the behavior of nonprofit organizations.4. Explain factors influencing the organizational structure of organizations.5. Analyze cases, applying concepts from the chapter.Chapter 3 OutlineExplaining the Nonprofit SectorNonprofit Theory Across the DisciplinesThe Failure TheoriesMarket and Government FailureNonprofits as Gap FillersSupply-Side TheoriesTheories of Altruism and GivingTheory of the Commons: AnInterdisciplinary ApproachChanging Definitions of Private, Public, and commonExplaining Nonprofit OrganizationsCharacteristics of Nonprofit OrganizationsNonprofits as Open SystemsResource DependencyIsomorphismExplaining Nonprofit OrganizationalStructuresOrganizational CultureChapter SummaryNoteCHAPTER 4. Nonprofit Governing BoardsRefer to pages 75-104 in the textbook.Learning Objectives1. Describe various types of boards.2. Explain the advantages and disadvantages of various types of boards.3. Explain the governing board’s legal and functional responsibilities.4. Summarize prominent models of the board–CEO relationship.5. Summarize theories regarding board behavior.6. Explain the roles of the board chair, governance committee, and board professionals.7. Summarize board best practices.8. Analyze cases, applying concepts from the chapter.Chapter OutlineTypes of Governing BoardsElected BoardsSelf-Perpetuating BoardsAppointed and Hybrid BoardsAdvisory Boards and CouncilsThe Governing Board’s ResponsibilitiesThe Governing Board’s Legal ResponsibilitiesThe Governing Board’s Functional ResponsibilitiesThe Board and the CEOCarver’s Policy Governance ModelChait, Ryan, and Taylor: Governance as LeadershipHerman and Heimovics: PsychologicalCentrality and Board-Centered LeadershipExplaining Board BehaviorManaging Nonprofit BoardsRole of the ChairGovernance CommitteeBoard ProfessionalsNonprofit Board EffectivenessCritics of Board PerformanceThe Search for Best PracticesThe Challenge of Nonprofit GovernanceChapter SummaryNoteCHAPTER 5. Executive LeadershipRefer to pages 107-131 in the textbook.Learning Objectives1. Describe the responsibilities of nonprofit CEOs.2. Contrast leadership and management.3. Summarize prominent leadership theories related to nonprofit organizations.4. Describe the characteristic behaviors of successful nonprofit CEOs.5. Explain founder syndrome.6. Identify steps in the process of change.7. Analyze cases, applying concepts from the chapter.Chapter OutlineThe CEO’s JobManagement and LeadershipOverview of Leadership TheoriesTransformational LeadershipCharismatic LeadershipThe Effective Nonprofit CEOFocus on MissionFocus on the BoardFocus on External RelationshipsShare Leadership and Empower OthersFocus on Key Roles and PrioritiesUse the “Political Frame”Right Person, Right Place, Right TimeFounder SyndromeExecutive TransitionsLeading ChangeChapter SummaryNoteCHAPTER 6. Ensuring Accountability and Measuring PerformanceRefer to pages 135-168 in the textbook.Learning Objectives1. Define the concepts of accountability, effectiveness, and performance.2. Explain current mechanisms for ensuring the accountability of nonprofit organizations.3. Summarize the major points included in prominent standards for nonprofit accountability.4. Describe various approaches to measuring organizational performance.5. Explain the pros and cons of various approaches to measuring organizational performance.6. Create a basic logic model for a program.7. Identify appropriate performance metrics related to an organization’s mission.8. Analyze cases, applying concepts from the chapter.Chapter OutlineDefining and Ensuring AccountabilityMechanisms for AccountabilityRequirements of LawSelf-Regulation: Standards and AccreditationTransparencyMeasuring PerformanceFinancial RatiosBenchmarkingOutcomesCommon IndicatorsBalanced ScorecardSocial Return on InvestmentBlended ValuePerformance Measurement: The Continuing DebateChapter SummaryCHAPTER 7. Developing Strategy and Building CapacityRefer to pages 171-198 in the textbook.Learning Objectives1. Define strategy, strategic planning, and strategic management.2. Describe the key steps in the strategic planning process.3. Explain the pros and cons of strategic planning.4. Explain various approaches to developing an organization’s strategy.5. Define organizational capacity.6. Describe models for capacity building.7. Identify capacity building appropriate to an organization’s point in its life cycle.8. Analyze cases, applying concepts from the chapter.Chapter OutlineUnderstanding StrategyStrategic Planning and Strategic ManagementThe Strategic Planning ProcessPlanning to PlanDefining Mission, Values, and VisionAssessing the SituationIdentifying Strategic IssuesSetting GoalsDeveloping StrategiesSetting ObjectivesWriting the Strategic PlanDeveloping an Operational PlanBenefits and Limitations of Strategic PlanningBuilding Organizational CapacityDefining and Understanding CapacityCapacity Building in ActionA Model for Capacity BuildingCapacity and Organizational Life CyclesCapacity Building EvaluatedChapter SummaryCHAPTER 8. Collaborations, Partnerships, and MergersRefer to pages 201-225 in the textbook.Learning Objectives1. Define various types of relationships between and among nonprofit organizations.2. Explain the potential advantages and disadvantages of various types of nonprofit collaboration.3. Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.4. Define various types of cross-sector collaboration.5. Identify conditions that may enhance or diminish the likelihood of successful cross-sector collaboration.6. Explain the advantages and disadvantages of various types of cross-sector collaboration from the perspective ofmanagers in the nonprofit sector.7. Identify circumstances affecting the success or failure of collaborations.8. Analyze cases, applying concepts from the chapter.Chapter OutlineGrowing Interest in CollaborationA Continuum of RelationshipsExploring Collaborations and MergersDrivers of Collaborations and MergersObstacles to Collaboration and MergerMotivationsCultureEgosBrand IdentityCommunity or Political ObjectionsCostsConditions for SuccessDriven by MissionCommitment From Top LeadershipTrustRelatednessProcessCollaborations and Mergers Within National NonprofitsCross-Sector CollaborationA Continuum of Cross-Sector CollaborationAdvantages and Disadvantages of CSCsObstacles and Conditions for SuccessAchieving Collective ImpactChapter SummaryNotesCHAPTER 9. Managing Staff and Service VolunteersRefer to pages 227-257 in the textbook.Learning Objectives 1. Describe prominent theories of human motivation.2. Identify basic principles of human resources management.3. Summarize best practices for supervising staff members in the nonprofit sector.4. Define various types of volunteers.5. Summarize best practices for developing volunteer programs.6. Explain trends in volunteerism.7. Analyze cases, applying concepts from the chapter.Chapter OutlineHuman Resources ManagementAn Overview of Management TheoriesUnderstanding Human MotivationsMaslow’s Hierarchy of NeedsMcGregor: Theory X and Theory YMcClelland: Three Needs TheoryMyers and Briggs: Personality TypesHerzberg: Motivators and DissatisifersMotivations of Nonprofit StaffLife Cycles and GenerationsApplying Theories to Managing the Nonprofit WorkforceManaging VolunteersTypes of VolunteersMotivations of VolunteersVolunteer Program PracticesVolunteer Management as a Career FieldThe Future of VolunteerismChapter SummaryCHAPTER 10. Marketing and CommunicationsRefer to pages 259-283 in the textbook.Learning Objectives 1. Define marketing.2. Explain how marketing differs from advertising, communications, and public relations.3. Summarize the key principles of marketing.4. Describe elements in the marketing mix.5. Describe the process for developing a brand.6. Define integrated marketing communication.7. Summarize principles of crisis communication.8. Identify opportunities and limitations regarding online media.9. Analyze cases, applying concepts from the chapter.Chapter OutlineDefining and Understanding MarketingMarketing Serves the MissionMarketing Means ActionMarketing as a ProcessThe Marketing MixProductPlacePromotionMarket SegmentationPriceDefining the ExchangeBuilding the BrandIntegrated Marketing Communication (IMC)Crafting an Effective MessageCrisis CommunicationsOnline MediaEvaluating Marketing and CommunicationChapter SummaryNoteCHAPTER 11. Advocacy and LobbyingRefer to pages 285-301 in the textbook.Learning Objectives 1. Describe the life cycle of a social change issue.2. Define advocacy, lobbying, and political activity.3. Summarize federal law related to nonprofit lobbying.4. Describe the points that need to be considered when implementing an advocacy program.5. Explain current policy issues related to nonprofit advocacy, lobbying, and political activity.6. Analyze cases, applying concepts from the chapter.Chapter 11 OutlineBasic DistinctionsOverview of Lobbying LawOption I: Substantial Part TestOption II: 501(h) Expenditure TestPolitical Campaign ActivityImplementing an Advocacy ProgramContinuing Issues and DebateChapter SummaryNoteCHAPTER 12. Financial ManagementRefer to pages 305-331 in the textbook.Learning Objectives 1. Define key terms and concepts in nonprofit financial management.2. Explain financial statements developed by nonprofit organizations.3. Summarize key financial ratios used in financial management of nonprofit organizations.4. Explain principles of managing endowment funds.5. Describe concepts related to developing and managing nonprofit budgets.6. Identify circumstances that pose risks to nonprofit organizations.7. Analyze cases, applying concepts from the chapter.Chapter 12 OutlineDefinitions of Key ConceptsOverview of Nonprofit and Personal FinancesNonprofit Financial StatementsStatement of Financial PositionStatement of ActivitiesStatement of Cash FlowsStatement of Functional ExpensesUsing Financial RatiosManaging Endowment FundsDeveloping and Managing the BudgetRisk Management, Financial Policies, and ControlsChapter SummaryNotesCHAPTER 13. Philanthropic FundraisingRefer to pages 333-368 in the textbook.Learning Objectives 1. Define key terms and concepts related to fundraising and philanthropy.2. Summarize the primary motivations of corporate, foundation, and individual donors.3. Explain the fundraising process.4. Identify the advantages and disadvantages of various solicitation methods.5. Explain common planned giving vehicles and the types of donors to which each may be most attractive.6. Describe the characteristics of campaigns.7. Define key terms and concepts related to management of fundraising programs.8. Identify ethical issues related to fundraising.9. Analyze cases, applying concepts from the chapter.Chapter 13 OutlineDefinitions and DistinctionsMotivations for GivingUnderstanding Corporate PhilanthropyFoundation GivingMotivations of Individual DonorsThe Fundraising ProcessIdentifying Priorities and Developing the CaseIdentifying and Qualifying ProspectsCultivating ProspectsSoliciting the GiftAcknowledging and Recognizing DonorsStewarding the Gift and the RelationshipIndividual Donor Life CyclesPlanned GivingCampaignsManaging Fundraising ProgramsAdvancement ServicesProspect ManagementFundraising Efficiency and EffectivenessStaff Performance and AccountabilityEthics and Professional StandardsChapter SummaryNoteCHAPTER 14. Earned-Income StrategiesRefer to pages 371-394 in the textbook.Learning Objectives1. Define key terms and concepts related to nonprofit earned income.2. Explain questions that nonprofits should consider in evaluating earned income opportunities.3. Describe common types of partnerships between nonprofit organizations and business firms.4. Explain the process for identifying and developing nonprofit earned-income ventures.5. Evaluate the potential risks and rewards of earned-income strategies.6. Analyze cases, applying concepts from the chapter.Chapter 14 OutlineWhy Earned Income?Partnerships With BusinessLicensingSponsorshipsCause MarketingOperational RelationshipsPutting Partnerships TogetherNonprofit Business VenturesIdentifying Business OpportunitiesFeasibility Analysis and Business PlanningEarned-Income Strategies: Issues and DecisionsSorting Out the IssuesEvaluating Opportunities Against MissionA Continuing DebateChapter SummaryCHAPTER 15. Government Grants and ContractsRefer to pages 397-408 in the textbook.Learning Objectives1. Define grants, contracts, and fees.2. Describe the differences between grants and contracts.3. Describe the differences among various types of government contracts.4. Identify the benefits and risks for a nonprofit organization in receiving government support.5. Identify principal sources of information on the availability of government grants and contracts.6. Analyze cases, applying concepts from the chapter.Chapter 15 OutlineChanges in Sources and Patterns of SupportGrants, Contracts, and FeesGovernment Support: Opportunities and ChallengesSeeking Government SupportIdentifying Grant OpportunitiesEvaluating Grant OpportunitiesPreparing and Submitting an Application or ProposalNonprofits in the Policy ArenaChapter SummaryCHAPTER 16. Social Entrepreneurship and InnovationRefer to pages 411-426 in the textbook.Learning Objectives1. Define social entrepreneurship.2. Explain the role of entrpreneurs in society and the economy.3. Summarize theories that explain entrepreneurship.4. Describe characteristics of high-impact nonprofit organizations.5. Identify characteristics that hinder or enhance innovation in existing organizations.6. Analyze cases, applying principles from the chapter.Chapter 16 OutlineDefining and Understanding Social EntrepreneurshipSocial Enterprise SchoolSocial Innovation SchoolHistory of Social Entrepreneurship as a FieldTheories of Social EntrepreneurshipSocial Entrepreneurship Across Fields and Around the WorldBuilding High-Impact NonprofitsSustaining InnovationThe Future of Social EntrepreneurshipChapter SummaryCHAPTER 17. Governing and Managing International and GlobalOrganizationsRefer to pages 429-443 in the textbook.Learning Objectives1. Define various types of international organizations.2. Summarize trends in international philanthropy and fundraising.3. Describe various models for governing international and global organizations.4. Identify unique considerations in managing international organizations.5. Analyze cases, applying principles from the chapter.Chapter 17 OutlineDefinitions and Scope of International OrganizationsInternational Philanthropy and FundraisingInternational GivingGlobal FundraisingInternational Nonprofit Governance and ManagementManaging Across CulturesGoverning International and Global OrganizationsStructuring International NGOsChapter Summary ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download