STUDENT SYLLABUS
NGO Management
Charles McJilton
mcjilton@mac.com
Course Outline
Managing an NGO is an especially challenging endeavor as it requires not only
interpersonal skills to deal with a wide range of people (stakeholders), but it also requires
a broad knowledge of how communities and society work. It is not just about doing
good, but also making sure actions do not cause unintended consequences and the
organization remains sustainable.
This course will give you and overview of the many facets an NGO manager must face
each day. The course is divided into two basic sections: Theory and Practice. Theory will
cover a broad range of topics to give you a firm understanding of how things go wrong,
the different sectors in society, how managers prioritize requests on their time and
resources (stakeholder theory), and lastly how to apply business planning to an NGO.
Practice will cover topics that NGO managers must face and deal with as they carry out
the mission of the NGO. Topics such as using basic management practices, foreseeing
problems, negotiating and crisis management, using PR/media to get out your message,
and conducting strategic planning.
This course will rely heavily on the Socratic method and case studies to engage students.
Prior experience or knowledge of either is not necessary.
Goals / Objectives
You be able to apply and use the following theories and concepts:
♦
The Law of Unintended Consequences
♦
Civil Society
♦
Stakeholder Theory
♦
Business Planning
♦
Management and Leadership
NGO Management Spring 2012
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STUDENT SYLLABUS
You will be able to answer the following questions:
♦ How are NGOs formed?
♦ Why do some NGOs fail?
♦ What are the limitations of NGOs?
♦ How do NGOs affect public policy?
♦ Where and when does idealism and reality clash?
♦ What encourages and/or prevents the development of an NGO
sector? In Japan? In the US? Other countries?
♦ What is the role of business models and an NGO?
♦ How does a grassroots movement affect an NGO?
Grading
♦
Weekly quizzes – 25%
Ø
Covers topics in previous class and readings
♦
Weekly papers – 15%
♦
Mid-term – 15%
♦
Final – 25%
♦
Final paper 20%
Ø
Research an NGO/NPO. More instructions will be given in class.
Schedule
Week 1 (4/18)
v Course introduction
v Theory vs. Practice
Week 2 (4/25)
v “Law of Unintended Consequences”
v Social Capital
Week 3 (5/2)
v Civil Society
Week 4 (5/9)
v NGO Theory & Reality
Week 5 (5/16)
v NGOs in Action
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STUDENT SYLLABUS
Week 6 (5/23)
v Case Studies
Week 7 (5/30)
v Mid-term
v Guest Lecturer
Week 8 (6/6)
v Stakeholder Theory
Week 9 (6/13)
v Applying “Stakeholder Theory”
Week 10 (6/20)
v Business Planning
Week 11 (6/27)
v PR/Advertising/Media
Week 12 (7/4)
v Role of “Trust”
Week 13 (7/11)
v Management & Leadership
Week 14 (7/18)
v Crisis Management
v Negotiations
Final
(7/25)
NGO Management Spring 2012
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