Syllabus
PUAD 483:
EMERGING ISSUES IN PUBLIC ADMINISTRATION
Fall 2004
Nonprofits and NGOs: Managing for Human Services,
Advocacy, Development, and Relief
FACILITATOR:
DOUGLAS SKELLEY
MAURY 211
6832 (o); 434-8046 (h)
skellebd@jmu.edu
Office Hours:
M & W 2:00- 4:00
Th: 12:00-3:00
COURSE RATIONALE:
Why a course on management of nonprofit (NP) and nongovernmental organizations (NGO)? At
the national level it is estimated that there are 1.4 million NP organizations in the U.S. expending
more than $500 billion. More than half of all hospitals, colleges, orchestras, social service
agencies, and civic organizations fall in the NP category. Government, moreover, is increasingly
dependent on nonprofits as service delivery mechanisms, particularly in the area of human
services. Internationally, the number of NGOs has grown rapidly. The Human Development
Report 2002, published by the UN, indicates that there were 37,281 NGOs in the year 2000, up
19% from 1990. This number includes a great range of organizations, both international and
domestic, most international ones having local programs and affiliate organizations in many
countries. They have become especially popular with funders as devices for addressing social
and economic problems. The study of NPs and NGOs deserves the attention a dedicated course
will bring, and it is most appropriate that the course be offered in the public administration.
SEMINAR: This course is offered as a seminar. What is a seminar? A seminar is a small group
of students who work together and with faculty to study a subject(s), research information and
ideas, report to the group on research, and discuss the product of study and research.
COURSE OBJECTIVES:
Common: With other courses in the public administration, this course seeks to enhance
students'
1.
2.
3.
4.
effective written and oral communication.
global understanding and appreciation of diversity.
research skills.
critical thinking and problem solving skills.
Course Specific Objectives: Specifically this course seeks:
1. to acquaint students with the NP or nongovernmental organization as a type distinct from
government and private business;
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2. to acquaint students with the distinguishing organizational features of NP and INGO
organizations salient to their management;
3. to assist students in identifying the principal challenges facing NP and INGO management in
policy formation, resource generation, client identification, service coordination and service
delivery;
4. to assist students in identifying and applying managerial techniques and devices appropriate
to these challenges;
5. to assist students in gaining experience in solving practical problems with working NP
organizations.
6. to increase the student's sense of the role of nonprofits and NGOs in civil society building.
COURSE OVERVIEW
This course will provide you with an understanding of the challenges involved in operating NPs,
specifically human service, organizations and developmental NGOs through readings, research,
and case study applications.
In class you will explore
(a) the notion of “civil society” and how NPs and NGOs are thought to fit within that concept.
(b) the distinguishing organizational features of NP organizations salient to their
management; specifically their legal basis, their tax status, policy direction by a board of
directors, and their philanthropic and resource-generating services and goods.
(c) the special, or not so special, case of NGOs.
(d) the principal challenges facing NP/NGO management including policy formation, resource
generation, client identification, service coordination and delivery, service quality and
customer satisfaction.
(e) managerial techniques and devices applicable to these challenges: strategic planning,
goal-setting, quality management, benchmarking, contracting, performance budgeting,
and human resources, both paid and volunteer.
(f) current events in the NP and NGO world.
(g) the application of managerial theories, systems, and techniques to case studies of NPs
and NGOs.
GENERAL COURSE REQUIREMENTS: To accomplish the course objectives, you are expected
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to attend class,
read the assigned texts, articles, and cases
acquaint yourself with the terminology of the fields of management and nonprofits,
participate in presentation of class materials such as readings and case studies
participate in discussions of class materials,
join other class members in carrying out assignments,
produce research for presentation to class.
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SPECIFIC REQUIREMENTS:
ATTENDANCE: Because this is a seminar, it is expected that you will not miss class.
Participation is the “soul” of a seminar, and you can’t participate if you are absent. We will be
meeting frequently for brief periods (MWF) in the middle of the day. There is little reason to
miss. You are encouraged to attend whether you feel prepared or not.
READING ASSIGNMENTS: Because a seminar presumes both preparation and participation on
the part of students, class members must make a special effort to read assignments and to be
prepared to raise questions about the readings as well as provide interpretations of them. Much
of the reading you will be doing for the big ideas and arguments in the chapters and articles. Try
to read thoroughly, but quickly. All reading assignments have been measured and adjusted to be
reasonable preparation for a MWF course.
When reading, you will want to approach the chapters and articles with an analytical frame of
mind. You may want to be able to:
(1) Identify the hypotheses that are tested or the contentions argued in the reading.
(2) Briefly describe the theoretical basis of the chapter.
(3) Critique the author's methodology, if any, or assess the author's support for her argument
and its logic.
(5) Summarize the author's findings briefly.
(6) Report the author's conclusions.
(7) Attempt to relate the conclusions to the previous readings and discussion in the course. Feel
free to relate the reading to your personal experiences in organizations and to the cases we have
covered in the course.
BLACKBOARD RESOURCES/PARTICIPATION: Every week you will be expected to visit the
class Blackboard. Here you will find the syllabus (including the schedule of class activities) and
other course guide sheets. From time to time the facilitator will post information and instructions
for the class at this site. Weekly a class member will post an entry on the “IN THE NEWS”
section of the Discussion Board and write a comment that connects the story to the course
material. Class members are expected to comment on these entries.
CLASS DISCUSSION: You will want to share your interpretations and criticisms of the reading
material in class. Propositional Inventories, “IN THE NEWS” items, and case studies will be
vehicles for carrying this discussion. Participation will be an element of your course grade, and
the facilitator will provide you with qualitative and quantitative feedback on your participation.
PROPOSITIONAL INVENTORIES (PIs) and CASE APPLICATIONS: When reading articles
in NGO Management and chapters in The Welfare Marketplace, you will write a Propositional
Inventory (PI) for each article/chapter to bring to class. For each case study discussion you will
want to prepare a Case Application (CA) assigned in the schedule. PIs and CAs should be typed
and brought to class on the day assigned. The articles/chapters and dates PIs and CAs are due
are marked in the Assignment Schedule. You will want to keep a “notebook” electronically of
these items for later reference.
What are propositional inventories (PIs)?: PIs are brief, written exercises that are
intended to help you focus on the important ideas in reading material and provide evidence to
the instructor that you have read and thought about the assigned material. For the purposes of
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this course a PI will consist of four sentences that you compose, using your own words,
based on your reading and understanding of the author's ideas:
Statement #1: This statement will be called the "general contention"
of the chapter or article you have read. Every author is trying to argue some point that is either
explicit or implicit in his piece. The general contention is your statement of what you believe
the author's argument is. This statement must capture the WHOLE point of the author's writing
the chapter (article). STATEMENT#1 MUST BEGIN WITH THE PHRASE: "In this chapter [article],
the author contends that . . . ."
Statements #2-4: These statements will be called "supporting
propositions." They will be statements in YOUR words of what YOU believe to be
the most convincing points of evidence or logic that the author provides to
support his/her general contention. Sanger, for example, reports many examples of
contracting in America. Your statements 2-4 should focus on the substance of her claims, not a
description of her chapters or simply examples of what she is discussing. We define
"proposition," for our purposes here, to be a point to be maintained or discussed or a statement
of a believed truth that must be demonstrated.
Rules Regarding PIs: (1) NEVER copy sentences from the chapters/articles. You are
to write the PIs yourself in your own words as if you were the author. Always write in
COMPLETE SENTENCES. (2) On the first line of the PIs you turn in, put the following identifying
information: (a) your name; (b) author's name; (c) the chapter number and/or title, (d) date of
assignment.
What are Case Applications?: We will be looking at several case studies and using them
several times as devices for the application and testing of the prescriptions in our readings. The
first three class meetings we will read and discuss the basic elements of these cases. Later in
class we will apply our readings.
First Reading: Respond to the following concerning the cases when first reading them and
bring in your responses:
(1) LABEL: Course Number, Case Title, and Your Name. Example: PUAD 625, CA #1, "Deciding
. . ." Skelley/9/10/04
(2) PROBLEM: In one or two sentences state the fundamental problem of the case--that is,
the problem that must be resolved before all others can be solved. Express the problem IN
TERMS OF A GENERALIZABLE MANAGEMENT CONCEPTS, e.g., "turnover," "management style,"
"job satisfaction," etc. We will be learning more and more of these as the course goes along.
(Look for the real problem. Don't confuse symptoms with problems.)
(3) ATTENDANT PROBLEMS: List briefly other problems you see in the case.
Subsequent Case Applications: Do the following:
(1) LABEL: Course number, CA Number, Case Title, and Your Name. Example: PUAD 625, CA
#1, "Deciding . . ." Skelley/1/10/04
(2) PROBLEM: If you see the problem differently now that you have read more material, how
might you restate the fundamental problem. (Are you better able to state it in generalizable
concepts?)
(3) READINGS a., b., c., etc.: How are the readings assigned relevant to the case assigned with
it? You must comment on how the assigned chapter(s)/articles in (a) Wolf’s Managing a
Nonprofit . . . (b) Edwards and Fowler’s NGO Management and (c) Sanger’s The Welfare
Marketplace might relate to the case. You MUST write a brief, substantive paragraph on the
relevance of each assigned reading with SPECIFIC references to the SUBSTANCE of each
article/chapter. If a reading appears irrelevant, EXPLAIN WHY it is irrelevant.
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(6) In a concise, but not over-generalized, paragraph explain how you would begin to attack the
fundamental problem given what you have learned so far in the course.
RULES REGARDING CAs: 1. Never copy sentences from the cases. You are to write your own
CAs, basing them on the case material. 2. Always write in complete sentences and proper
English. 3. On the first line of the CA label it as directed above.
“IN THE NEWS”: Each week a student will be given responsibility to identify three items in the
news about NPs and NGO. One will be posted on the Blackboard Discussion Board for comments
by classmates. It may address any aspect of NPs and NGOs of interest to the student. Two
other news items will be brought to class as indicated in the Assignment Schedule. These will be
chosen on the basis on the subject matter of the day’s assignment. The responsible student will
explain to the class why the item was chosen and what aspect of the assignment it exemplifies or
illuminates.
RESEARCH PROJECT AND PRESENTATION: The research project will focus on a
contemporary management issue peculiar to nonprofits. It will be developed through discussion
with the instructor.
PAPER REQUIREMENTS:
BIBLIOGRAPHY/REFERENCE LIST: The bibliography/reference list for this paper should include
AT LEAST AS MANY WORKS CITED IN THE TEXT OF THE PAPER AS THERE ARE PAGES IN THE
TEXT. This is a rule of thumb. The textbooks for this course SHOULD NOT BE INCLUDED in this
number. No more than one-half of the references may be internet sources. At least one-third
should be academic and professional journals.
LENGTH: The paper should be a typed manuscript of no less than twelve pages exclusive of
the cover page and the reference list. The paper should be double-spaced and in a 12 point
font. Headings for various sections of the paper are appropriate. See STYLE.
ENGLISH COMPOSITION: The strictest standards of English composition should be employed.
Spell check and grammar check your paper, then read it through yourself.
STYLE: The citation style currently used by Public Administration Review, a parenthetic authordate style, should be used. The PAR style is based on the University of Chicago Style Manual,
14th ed. A guide for the journal is available at
http://www.aspanet.org/publications/par/guidelines.html.
EVALUATION:
(1) Your paper should reflect a command of its topic and be based on a bibliography of
representative articles and books on the subject. Articles tend to be the sources of the latest
research, whereas books often collect research done over several years. Obviously you may use
the internet, but depend on demonstrably reliable, academic and practitioner sources here.
There is a lot of junk on the internet. Do not attempt to write your paper using interviews as
your major source materials. Any use of human subjects must be approved by the Institutional
Review Board and that approval takes weeks to obtain.
(2) Your paper will be judged on the basis of its organization and its presentation of the material
you have found. Be sure to be systematic and logical. Your paper should have an
introduction that makes clear what it is attempting to do. It should pose a question
to answer about the subject or a hypothesis to be tested.
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(3) Last of all, your paper will be evaluated as a written composition. Be sure to use formal
English, write carefully, and avoid mistakes in punctuation, spelling, and grammar. Use page
citations for any quoted material.
SUBMISSIONS:
TOPIC: Be prepared to discuss topic possibilities on September 8. Submit a refined topic by
September 15.
VIABILITY STATEMENT AND BIBLIOGRAPHY: Submit a research question or hypothesis, a one
paragraph explanation of the viability of your topic. This statement should be supported by an
annotated bibliography of six items. This is NOT your complete bibliography, of course, but a
start that demonstrates there is enough information that you can write on the topic chosen.
FINALIZED VERSION OF PAPER: The final version of your paper should be submitted in the class
meeting after you make your class presentation (see below).
RESEARCH PRESENTATIONS:
CLASS PRESENTATION OF RESEARCH: In the last three class meetings each student will make a
presentation of research to the class. The presenter will
(1) want to make a carefully planned 12 minute presentation and employ materials that
will help the class comprehend the presentation, (You should use PowerPoint
slides.)
(2) explain the research question,
(3) discuss the challenges of doing the research,
(4) pose stimulating questions to the class.
SOME TOPIC AREAS FOR POSSIBILE RESEARCH:
Measuring effectiveness (outcome evaluation) in NP/NGO organizations
Competition between NPs and private sector organizations
Managing and motivating volunteers to job satisfaction
Managing contracts—especially with government
Financial vulnerability and approaches to financial stability
Merger and acquisition activity among nonprofits
Sector blurring and its implications for management
Unionization and NPs
Agency theory in NPs
Managerial challenges to NGO creation and operation in specific countries
Managerial challenges facing a specific kinds of INGOs and NGOs
Cultural issues in INGOs and NGOs
EXAMINATIONS: There will be two hourly test and a final exam based on the readings, case
studies, and class presentations. The tests and exams will consist of multiple choice items as well
as case study elements. In other words you will have to demonstrate a knowledge of the readings
and discussion and be able to apply them in an analysis.
COURSE TEXTS:
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Michael Edwards and Alan Fowler (eds.). The Earthscan Reader on NGO Management. London:
Earthscan Publications, 2002.
M. Bryna Sanger. The Welfare Marketplace: Privatization and Welfare Reform . Washington:
Brookings Institution, 2003.
Thomas Wolf. Managing a NP Organization in the Twenty-First Century (Revised). New York:
Fireside Books, 1999.
COURSE GRADING:
Class Participation
CAs
PIs
Research Paper
Presentation
Test 1
Test 2
Final Examination
TOTAL
10
10
10
20
5
10
15
20
100 points
Letter Grades with + and - , as appropriate, to reflect degree of accomplishment:
91-100 = A; 81-90 = B; 71-80 = C; 61-70 = D; 60-0 = F
RESOURCES: Here are a number of research resources that may be useful for class and for our
projects.
Free Management Library at www.mapnp.org/library/
Non-Profit Nuts and Bolts: www.nutsbolts.com
Fund Net Services: NP Journals/Magazines: www.fundnetservices.com/journals.htm
Action Without Borders: www.idealist.org
Independent Sector: Research, Public Policy, Newsroom: www.independentsector.org
International Center for Not-for-Profit Law: http://www.icnl.org
Grants and Related Resources: www.lib.msu.edu/harris23/grants/voluntee.htm
NP Issues (Law): www.nonprofitissues.com
Energize (Volunteers): www.energizeinc.com
NGO Management: www.zeelearn.com/course/ngo/html/
NGO Café: www.gdrc.org/ngo/
Leader to Leader Institute (Drucker Institute): www.drucker.org/leaderbooks/l2l/index.html
Center for nonprofits and Philanthropy of Urban Institute:
www.urban.org/content/PolicyCenters/NonprofitsandPhilanthropy/overview.htm
National Center for Charitable Statistics of Urban Institute:
http://nccsdataweb.urban.org/FAQ/index.php?category=31
Center for Civil Society Studies: http://www.jhu.edu/~ccss/
Centre for Civil Society (London School of Economics): http://www.lse.ac.uk/collections/CCS/
Journals:
NP and Voluntary Sector Quarterly (in Carrier Library on fische)
NP Management and Leadership (online via Carrier Library)
Voluntas: International Journal of Voluntary and NP Organizations
International Journal of NP and Voluntary Sector Marketing
International Journal for Not-for-Profit Law (on line at http://www.icnl.org/journal/journal.html)
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National Civic Review
Public Administration Review
JMU HONOR SYSTEM: By accepting admission to JMU, you make a commitment to
understand, support and abide by the University's honor system without compromise or
exception. This class will be conducted in strict observance of the JMU Honor System. Please
refer to you JMU Handbook for details.
ASSIGNMENT SCHEDULE
(BB=Blackboard; E&F=Edwards & Fowler; S=Sanger; W=Wolf.)
Date
Wk
Topic/Activity
AUG
23
1
Introductions/Orientation
Assign “IN THE NEWS” Responsibility
Assignment
25
What is Civil Society?
Civil Society Article on BB
(“Assignments”)
Case 1 & 2 on BB (“Course
Documents”)
27
What is the Third Sector?
W pp. 11-21; S pp. 1-8
Case 3 on BB
What are NGOs and INGOs?
Write a PI in class
E&F Introduction (pp. 1-10);
Article 8
Case 4 on BB
Why are values, missions, goals important?
W pp. 21-42
Why are values, missions, goals important?
IN THE NEWS
E&F1
__________________________
Why are values, missions, goals important?
IN THE NEWS
Research Project
E & F 2, 3 (2 PIs)
__________________________
30
2
SEP
1
3
6
3
8
10
13
15
4
Case Application (Do CA in class)
Research Topics
Bring Potential Topic Areas
What is the role of the NP board?
IN THE NEWS
W2
__________________________
What is the role of the NP board?
IN THE NEWS
E & F 11, 12, 13 (3 PIs)
__________________________
Case Application
CA2: Case #?
Research topic with research
Question/hypothesis
9
17
20
How do we structure NPs?
IN THE NEWS
5
E & F 10 (PI)
__________________________
TEST #1
22
What kinds of human resources do NPs need?
IN THE NEWS
W3
__________________________
24
How do we manage an NPs human resources?
IN THE NEWS
W4
__________________________
How do we manage an NPs human resources?
IN THE NEWS
E & F 30 (PI)
Topic viability statement and
bibliography
__________________________
How do we manage an NPs human resources?
IN THE NEWS
E & F 27 & 28 (2 PIs)
__________________________
Case Application
CA3: Case #?
Why do NPs need to use marketing?
IN THE NEWS
W5
__________________________
6
How do we fundraise for NPs?
W 8 (pp. 235-256)
8
How do we fundraise for NPs?
IN THE NEWS
W 8 (pp.256-274)
__________________________
How do we fundraise for NPs?
IN THE NEWS
E & F 25 (PI)
__________________________
Case Application
CA4: Case#?
FALL BREAK
Why is contracting important to NPs?
IN THE NEWS
S 2 & 3 (2 PIs)
Skelley____________________
20
Why is contracting important to NPs?
S 4 (PI)
22
Why is contracting important to NPs?
IN THE NEWS
S 5 & 6 (2PIs)
Skelley____________________
27
6
29
OCT
1
4
11
7
8
13
15
18
25
9
10
TEST 2
27
How should NPs manage their finances?
IN THE NEWS
W6
__________________________
29
What are financial statements in NPs?
IN THE NEWS
W7
__________________________
NOV
10
1
Case Application
Research Progress/Presentation Assignments
CA5: Case # ?
3
Why must NPs plan strategically?
IN THE NEWS
W 9; E & F 5 (PI)
__________________________
5
Why must NPs plan strategically?
IN THE NEWS
E & F 22 (PI)
__________________________
What is sustainability?
IN THE NEWS
W 10
__________________________
10
Why is leadership important?
IN THE NEWS
E & F 24 & 29 (2 PIs)
__________________________
12
Case Application (planning, sustainability, and
leadership)
CA6: Case #?
How can we measure performance and
effectiveness?
IN THE NEWS
W 11; E & F 18 (PI)
__________________________
17
How can we measure performance and
effectiveness?
IN THE NEWS
E & F 20 (PI)
__________________________
19
Case Application
CA 7: Case #?
How do NPs manage change?
IN THE NEWS
E & F 9 & 16 (2PIs)
__________________________
8
15
22
11
12
13
14
24 & 26
29
THANKSGIVING
PRESENTATIONS
__________________________
__________________________
__________________________
DEC
1
PRESENTATIONS
__________________________
__________________________
__________________________
3
PRESENTATIONS
__________________________
__________________________
__________________________
6
15
8-10AM
EXAMINATION (TEST 3)