PLS 605: Leadership and Nonprofit Management
Winter 2014
Time: 6-8.40 PM, Tuesday
EMU Livonia
Professor: Claudia Petrescu, Ph.D. (Dr. P.)
Office: Nonprofit Leadership Alliance program, 332A King Hall (Ypsilanti campus)
Phone: 734/487-1612
Office hours: 5-6pm, Tuesday and by appointment
E-mail: cpetrescu@emich.edu
Introduction:
Nonprofit organizations comprise the newest and fastest growing sector in America. They touch
on every aspect of our lives and on every level of institutions. It is the mission of this class:
1. to familiarize you with the work of nonprofit organizations
2. to learn about the the challenges faced by the sector and nonprofits
3. to learn how to manage a nonprofit and how to address organizational challenges
This mission will be achieved by combining theory with practice. The course will cover:
History of nonprofit organizations
Leadership issues (role of the board of directors, executive leadership, relationship
between board and executive director)
Management issues (mission and mission statement, strategic management and
strategic planning, human resource management, managing staff and volunteers)
Organizational change and adaptation
Required reading:
1. Golensky, Martha. 2011. Strategic Leadership and Management in Nonprofit
Organizations. Lyceum Books, Inc. Chicago, Illinois (available at area bookstores).
ISBN: 9781933478685
2. eReserve articles
3. Case Studies
Suggested readings:
The Nonprofit Sector. A Research Handbook. 2006. Second Edition. Edited by Walter W.
Powell and Richard Steinberg, Yale University Press
The Nonprofit Almanac. 2012. The Urban Institute, 2012
Transforming Public and Nonprofit Organizations. Stewardship for Leading Change.
2008. By James Edwin Kee and Kathryn E. Newcomer. Management Concepts
Nonprofit websites and blogs including but not limited to charitynagivator.org,
guidestar.org, ted.com, urban.org, mnaonline.org, new.org, crowdfunding sources
Journals/Magazines: The Nonprofit Quarterly, The Stanford Social Innovation Review, The
Nonprofit and Voluntary Sector Quarterly (NVSQ), Journal for Nonprofit Management, The
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Nonprofit Times, The Chronicle of Philanthropy, The Journal of Nonprofit Education and
Leadership.
A note about correspondence: When corresponding with the professor and colleagues use
professional language. Use salutation and sign your name. If you use e-mail, write the topic
of your correspondence in the subject line and don’t forget to use spell-check. Write an
email just like you write a letter – professionally!
Assignments:
1. Interviews with professionals. Each student will choose at least three nonprofit
leaders/managers to interview:
a. On class related topics. Examples of topics: challenges of managing a nonprofit
organization, relationship executive director- board, strategic planning, program
evaluation and decision making, volunteer management, organizational change.
b. About jobs in the nonprofit sector, particularly how to become an executive director
of a nonprofit organization and the challenges and benefits of running a nonprofit.
A paper summarizing the findings of the interviews will be submitted at the end of the semester.
2. Case studies: The case study will be discussed in class. You must read the case studies
prior to coming to class! You will receive a grade for your participation in the case study
analyses.
4. Articles on e-reserves. At http://reserves.emich.edu under PLSC 605, Professor Claudia
Petrescu, you will find articles corresponding to each class. All students have to read these
articles. The password for e-reserves will be provided in class.
5. Research paper.
A. Each student will select a nonprofit organization to research thoroughly. You will
learn everything that you can about the organization, starting with the Board,
executive director, programs, volunteer management, planning, culture, etc. The
topics that you need to get information about correspond with each class session
topic.
B. This assignment can be done in parallel with the Interview with Professionals
(which means that one interviewed professional can be from the organization you are
analyzing).
C. In addition to learning everything about the organization, each student will research
best practices for each topic and then compare the practices of the organization
studied with the best practices. For example, as you are learning about the Board of
Directors of Organization X, you will learn about best board practices and you will
compare the functioning of Organization’s X board practices to best board practices.
D. While learning about the organization and best practices, each student will identify 35 management problems within the organization. These problems will be fully
described in the final research paper (and not in the intermediary research papers),
along with the solutions to these problems.
E. Students will submit intermediary research papers throughout the semester and a
final research paper (that summarizes all intermediary papers) at the end of the
semester.
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5. Research Paper Presentations
During the final weeks of the term students will make formal 10-15 minute professional
presentations of their research paper and interview with professionals. More information
will be provided in class.
Opportunity (competitive): as replacement for Assignment 1, 1-2 students will be given the
opportunity to participate in the Student Funders’ Group project. Through this project, students
will work in collaboration with NLA students and other nonprofit students to award $5000 to
nonprofit organizations in a determined geographical area. Students will:
Identify a need in the nonprofit community (e.g. capacity building, nonprofit training)
Write a request for proposals (RFP)
Identify organizations to send the RFP to
Collect, read, analyze RFP
Select best RFPs. Learn what makes a good proposal and about fundraising
Award organizations
Grading*:
Intermediary applied research papers: 20%
Final applied research paper: 30%
Applied Research Paper Presentation: 10%
Interview of Professionals (paper): 20%
Class participation (with emphasis on case study analysis): 20%
Grading will be based on quality of work and not quantity. Papers are due at the beginning of
the class. Late papers will be accepted only for extraordinary circumstances and only if
approved in advance by the instructor.
*The Professor reserves the right to change the grading structure during the semester.
Behavior expectations:
Classroom conduct: Students are expected to abide by the Student Conduct Code and assist in creating an
environment that is conducive to learning and protects the rights of all members of the University community.
Incivility and disruptive behavior will not be tolerated and may result in a request to leave class and referral to the
Office of Student Judicial Services (SJS) for discipline. Examples of inappropriate classroom conduct include
repeatedly arriving late to class, using a cellular telephone, or talking while others are speaking. Use of computers is
allowed, but only for class purposes. You may access the Code online at www.emich.edu/sjs.
University Policies:
Students With Disabilities: If you wish to be accommodated for your disability, EMU Board of Regents policy #8.3
requires that you first register with the Disability Resource Center in 204 Student Center, (734) 487-2470. Students
with disabilities are encouraged to register with the DRC promptly as you will only be accommodated from the date
you register with them forward. No retroactive accommodations are possible.
Notice to all foreign students (F and J visa): To comply will all federal regulations, please contact the EMU office of
International Students (OIS), 244 EMU Student Center, 734.487.3116
Academic Honesty:
Each student in class is expected to adhere to the highest standards of academic honesty. Cheating and plagiarism
violate the rules of the University and the ethical standards of professional public administration. Cheating and
plagiarism will be punished to the full extent allowed by University rules and regulations. Plagiarism is generally
defined in your student handbook as presenting as your own work that done by someone else, even if only an idea
and/or not quoted directly. Cite, quote, and when in doubt, ask the instructor. Those caught cheating will be given a
zero for the work in which the cheating occurred. Possible plagiarism will be dealt with on a case-by-case basis. In
addition, you may be referred to the Office of Student Judicial Services for discipline that can result in either a
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suspension or permanent dismissal. The /Student Conduct Code/ contains detailed definitions of what constitutes
academic dishonesty, and it can be accessed online at www.emich.edu/sjs
Observance of Religious Holidays
University Policy: Eastern Michigan University recognizes the rights of students to observe religious holidays
without penalty to the student.
University Practice: Students will provide advance notice to their instructors in order to make up work, including
examinations that they miss as a result of their absence from class due to observance of religious holidays. If
satisfactory arrangements cannot be made with the appropriate instructor(s), students may appeal to the head(s) of
the department(s) in which the course(s) is/are offered.
There are many resources on line regarding the observance of religious holidays; here is one site with an extensive
listing of holiday dates: http://www.interfaithcalendar.org/2014.htm
Class schedule*:
* The schedule may change based on the pace of the class. Any changes will be announced at
least one week on advance.
Week 1: January 14. Introductions and Course Orientation
Review Syllabus and Create Class Roster Sheet
Section 1. Understanding the Nonprofit Sector (Golensky, Chapters 1,2,3)
Case study: Who speaks for us?
Week 2: January 21. Leadership and the Practice of Leadership
The Nature of Leadership (Golensky, Chapter 4)
•
The Practice of Leadership (Golensky, Chapter 5)
•
Introduction to the Youth Services Network – Case Study – Part 1
Articles from ereserves
THINK about identifying nonprofit organizations to study and nonprofit leaders/managers
to interview
Week 3. January 28. Leadership and Board
Leadership by Example (Golensky, Chapter 13)
The Nonprofit Governing Board (Golensky, Chapter 15)
East Coast Orchestra_Case study
Articles from ereserves
Week 4: February 4. Decision Making and Organizational Change
• Decision-Making (Golensky, Chapter 6)
• Organizational Change (Golensky, Chapter 7)
• Articles from ereserves
Hospital Joint ventures and conflict of interest- Case Study
Due: Names and contact information for nonprofit organizations to be researched and nonprofit
professionals to interview
Week 5: February 11. Strategic Planning and Program Development
Strategic Planning (Golensky, Chapter 8)
Program Development (Golensky, Chapter 9)
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Articles from ereserves
Youth Services Network – Case Study – Part 2
NPOwer A Case study
DUE: INTERMEDIARY PAPER I
Week 6: February 18. Resources and Organizational Performance Indicators
Resource Generation /Fundraising – (Golensky, Chapter 10)
Organizational Performance Indicators (Golensky, Chapter 11)
Articles from ereserves
Museum and Historical Association State Budget cuts– Case study
Watch: Talk on ted.com Dan Pallotta: The way we think about charity is dead wrong
DUE: INTERMEDIARY PAPER II
February 25 – no class. February 24- March 2: Winter break. Enjoy!
Week 7: March 4 Technology and Communication. Evaluation
Organizational Performance Indicators (Golensky, Chapter 11)
Technology and Communication (Golensky, Chapter 12)
Articles from ereserves
NPOwer B case study
Week 8: March 11. HR and Volunteer Management
Human Resources Management (Golensky, Chapter 14)
Direct Service Volunteers (Golensky, Chapter 16)
The Search for Volunteers_ Case study
Youth Services Network (GolenskyCase Study – Part 3)
Articles from ereserves
Week 9: March 18 – Time allocated for Interviewing Nonprofit
Professionals/Organizational research
Week 10: March 25. Accountability. Capacity Building. The future of the sector
Case study: Youth Services Network – Case Review and Conclusion
Government- Nonprofit Contract Exercise
Articles from ereserves
Watch: Talks on ted.com
A new way to judge nonprofits: Dan Pallotta at TED2013
Melinda French Gates: What nonprofits can learn from Coca-Cola
Michael Porter: Why business can be good at solving social problems
Week 11: April 1. Summary. Creating a nonprofit organization
Summary
Case studies:
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o SeaChange
o The Intersex Society of North America
Articles from ereserves
DUE: INTERMEDIARY PAPER III
Week 12: April 8. Professional presentations
Week 13: April 15 - Professional presentations
Due: Nonprofit leaders/managers interviews
April 22 – Due: Final research paper
ENJOY THE CLASS!
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