Introduction to Leadership and Management of. Non-profit Organizations. Syllabus

Transcription

1 Introduction to Leadership and Management of Non-profit Organizations Syllabus Spring 2013 School of Social Development and Public Policy Beijing Normal University Li Jing Master of Public Policy, Harvard Kennedy School Executive Director, Beijing Vantone Foundation Managing Director, China Foundation Center Course Time: Friday 10:00 am 11:40 am Course Venue: Office Hours: Friday, 9:00 am 10:00 am Course Type: optional, 2 credits Course Assistant: Chen Jian, easselchen@hotmail.com Course Description This course is designed to give students theoretical overview and practical analysis both at introductory level of major issues on leadership and management of nonprofit organizations, with references mainly on practice and exercise in China s context. With a purpose to help interested students first prepare themselves to pursue a career and become future leaders in the non-profit sector, this course will examine key components and features of leadership and management, and provides students with preliminary understanding on how leadership is different from management, as well as how they complement each other in the running of a non-for-profit entity. The classes may hence focus on different aspects -- leadership or management -- of a nonprofit organization, depending on the issues to be discussed. Drawing on live cases in both China and abroad, the course will manifest to students how management and leadership competencies play different roles to make contemporary non-profit organizations successful. With the course unfolding itself, leaders and managers of both Chinese and international non-profit/for-profit organizations will be invited to classes and share their experience, successes and failures in exercising leadership and management responsibilities, in forms of penal discussion and/or lecture. Participating in the course demands readings, small group work and discussions, and presentation. 1 / 10

2 Course Requirements Each student will be required to participate in all classes and engage him/herself actively into class discussion. The student will be asked to finish one mid-term research paper and one final paper, based on either of which the students will be asked to do a minutes presentation in class. Each of the papers shall be based on the case(s) provided. The students are required to analyze the case(s) with application of theory and/or with reference to practice/cases studied in class. Further instructions about the paper requirement will be given during the semester. It is important that the students review the readings designated in the syllabus before the class. Failure in answering cold-call on questions related to class readings will result in bad grading of class participation. This is an introductory level class designed for SSDPP international students who are interested in pursuing a successful career in the nonprofit sector, either here in China or elsewhere. Although no previous experience working in a nonprofit organization or studying in a related course is required as prerequisites, certain level of understanding and knowledge about nonprofit organizations is preferred. Course Grading Your grade will be determined as follows: Component % Due date Class participation 30% Week 2-18 Mid-term paper 25% Week 12 Final paper 35% Week 19 Presentation 10% Week 17&19 Key Reference Books 1. Lewis, David The Management of Non-Governmental Development Organizations. Taylor & Francis 2. Renz, David O., ed The Jossey-Bass Handbook of Nonprofit Leadership and Management. 3rd ed. Jossey-Bass. Course Outline Part I Basics and Essences Week 1 Introduction to Course; Introduction to CSO movement and development: global and in China Week 2 Management and leadership: key concepts and ideas Week 3 Leading a for-profit vs. a nonprofit: similarities and differences Part II Leading the Nonprofit People Week 4 Motivation and features of nonprofit people: why they join a nonprofit Week 5 Communication in all forms: a key to successful leadership Week 6 Qingming Vacation 2 / 10

3 Week 7 Leading by style and managing with skills Week 8 Guest speaker: Ms. Zhang Ye, former Country Representative, the Asia Foundation: 5 Key Issues in Leading the Nonprofit People. Part III Managing Your Program Week 9 Program basics: what do program mean? Week 10 Program cycle management: from design to evaluation Week 11 Reaching impact: leadership in program Week 12 Guest speaker: Mr. Wei Wei, Country Director, Right To Play China Office: Key Factors for Successful Programs Mid-term Paper Due Part IV Money Matters Week 13 Nonprofit finance basics: what you need to know Week 14 Make money rise: investment and fundraising Part V Leading for Change Week 15 NPO in a changing world Week 16 Managing ups and downs Week17 Guest speaker: Mr. Wu Chong or Ms. Pan Jiangxue, co-founder of Cherished Dream Foundation: what makes a good leader? Or a small workshop on the same topic Final presentation (1 st half) Week 18 Final presentation (2 nd half) Final paper Due Week 19 NPO visit: Shining Stone or The Facilitator (optional) Part I Basics and Essences This part will introduce to the students basic concepts about the nonprofit sector, as well as management and leadership, with a focus on similarities and differences between them. Through examination of the essence of management and leadership, both for for-profit and non-profit organizations, this part of the course hopes to help the students reach basic understanding on management and leadership concepts about an non-profit organization. Week 1 Introduction to Course/ Introduction to CSO movement and development: global and China Mandate 1. Lewis, David. Chapter 2 Theory of NGO Management Contexts, Histories and 3 / 10

4 Concepts, Management of Non-Governmental Development Organizations, Second Edition, Routledge, Martens, Kerstin. Mission Impossible? Defining Nongovernmental Organizations Voluntas: International Journal of Voluntary and Nonprofit Organizations,Vol. 13, No. 3, September 2002, pp Chan Kin-Man, Civil Society and Social Capital in China ; 4. Shi, Yin-hong, the issue of civil society in China and its complexity, Pub_Growth%20Governance/Pub_GrowthGovernancech18.pdf 5. UN Non-government Liaison Service, Brief History of UN-CSO Engagement, Optional 6. UNDP and Civil Society Organizations: A Policy of Engagement, Narberhaus, Michael, WWF-UK Effective strategies for the great transition: A roadmap for civil society organizations, Discussion Paper for the Steady State Economy Conference, Leeds - June 19th, 2010 What are non-government organizations (NGO), nonprofit organizations (NPO) and civil society organizations (CSOs)? What are the differences between them? Why NGOs/CSOs exist? What are the latest trends in global NGO/CSO movement? Week 2 Management and leadership: key concepts and ideas 1. Kotter, John P. A Force for Change, How Leadership Differs from Management, Management and Leadership, Collier MacMillan Publishers, pp (2004) (HKS Course Page) 2. Stellar Leadership, Leadership And Management, 3. Stellar Leadership, What Is Leadership, What is the essence of management? What is the essence of leadership? How management differs from leadership, and in what aspects? Week 3 Leading and managing a for-profit vs. a nonprofit: similarities and differences 4 / 10

5 Mandate 1. Les Silverman & Lynn Taliento, Business Executives should know about nonprofits,stanford Social Innovation Review, Lewis, David, Theorizing The Organization and Management of Non-Governmental Development Organizations: Towards a composite approach, Public Management Review, Vol. 5 Issue 3, 2003, Moore Mark H. Managing for Value: Organizational Strategy in For-Profit, Nonprofit, and Governmental Organizations, Nonprofit and Voluntary Sector Quarterly, 2000: 29: 183 Optional Fredericksen, Patricia J. book review: Managing in the Nonprofit Sector, Public Administration Review, Vol. 63, No. 1 (Jan. - Feb., 2003), pp How leading and managing a nonprofit contrast with a for-profit? What are the new challenges in nonprofit and for-profit leadership and management, respectively? How nonprofit and for-profit leadership and management may learn from each other? Part II Leading the Nonprofit People This part of the course will help students to understand the different aspects of a nonprofit person, and the importance and different means of communication within a nonprofit organization, so as to help students establish attention to people management in nonprofit originations to achieve effective leadership. Week 4 Understanding the nonprofit people: who join a nonprofit? 1. Handbook: building NGO/CBO Capacity: Chapter 4: EMPLOYEE MOTIVATION E-M-P-O-W-E-R-M-E-N-T: Another way to spell motivation. 2. Vijay Padaki, The Human Organisation: Challenges in NGOs and Development Programmes, Development in Practice, Volume 17, Number 1, February Tierney, Thomas J. The Nonprofit Sector s Leadership Deficit, The Bridgespan Group, 2006 What are the features of nonprofit people: are they really different? Why people join an NPO? What are those features implications to the leader of NPOs 5 / 10

6 Week 5 Communication in all forms: a key to success (interpersonal/within organization) 1. Fragale, Alison R., The power of powerless speech: The effects of speech style and task interdependence on status conferral, Organizational Behavior and Human Decision Processes 101 (2006): pp Jacqueline &Milton, Leader Communication Strategies Critical Paths to Improving Employee Commitment, American Business Review, June Tools for Responsive Communication, How information-sharing different from communication? What are the key aspects of communication in a nonprofit organization? What might be the most effective ways of communication as a leader of a nonprofit? Week 6 Qingming Vacation Week 7 Leading by style and manage with skills 1. Evans, Matt H. CPA, CMA, CFM, Creating Value in the Nonprofit Sector, Chapter 1&4, eating%20value%20in%20the%20nonprofit%20sector.pdf 2. Hoefer, Richard, Chapter 37: Basic skills of nonprofit leadership, In book Leadership in Nonprofit organizations, p Nonprofit Leadership Alliance Report, Skills Nonprofit sector requires for its managers and leaders, 2011 What is a leading style? What are the key elements of a leading style for a NPO leader? What are the main leadership and management skills for a NPO. Week 8 Guest speaker: Ms. Zhang Ye, former Country Representative, the Asia Foundation 5 Key Issues in Leading the Nonprofit People. Part III Managing Your Program Through examining key components of program management, this part helps students 6 / 10

7 establish concepts about program management, particularly about effectiveness and impact of program of nonprofit organizations. Week 9 Program basics: what does program mean? 1. Ken Robertson, Project / Program / Portfolio Management What Does it Really Mean? 2. Logic Model, 3. Project manual, OPD. What is program? What are the key elements of program? What do programs mean to nonprofit organizations? Logframe Underlying values: Mainstreaming, rights-based approach Week 10 Program cycle management: from design to evaluation 1. Project Cycle Management, PRODEV, 2010, pdf What are the key components of program cycle management? Why program cycle management important to nonprofits? What are main tools for program cycle management? Week 11 Reaching impact through a strategy: leadership in program 1. Robert S. Kaplan, Strategic Performance Measurements, Nonprofit Management & Leadership, 11(3), Spring Ricardo Wilson-Grau, The risk approach to strategic management of development NGOs, Development in Practice, Volume 14, Number 3, November NGOs and Impact Assessment, NGO Policy Briefing Paper No. 3, March 2001, O&source=web&cd=3&cad=rja&ved=0CEcQFjAC&url=http%3A%2F%2Fwww. samea.org.za%2findex.php%3fmodule%3dmediaattach%26func%3ddownload %26fileid%3D50&ei=HdXuUIvhGdGckgXnjYHICw&usg=AFQjCNF7HxJXcfh HzkV6P_yFNnnWabsfug What are results for a nonprofit program? How to measure program results? 7 / 10

8 How impact is different from other program results? How to measure program impact? Why program impact important to a nonprofit organization? How program strategy affects program results? Week 12 Guest speaker: Mr. Wei Wei, Country Director, Rights to Play China Office Key Factors for Successful Programs? Part IV Money Matters This part examines key aspects of nonprofit finance management, including organizational finance and program finance, as well as investment and fundraising. It helps students to understand the key components of finance management. Week 13 Nonprofit finance basics: what you need to know 1. Financial Management of not-for-profit Organizations, CPA, 2009, lia.com.au/cps/rde/xbcr/cpa-site/financial_management_of_not-for-profits.pdf 2. Ricardo Wilson-Grau, Strategic Risk Management for Development NGOs: The Case of a Grant-maker Seton Hall Journal of Diplomacy and International Relations, 2004 What are the key elements of finance management of a nonprofit organization? What a nonprofit organization leader shall pay attention to? What are the basic tools for nonprofit finance management? Week 14 Make money rise: investment and fundraising Readings 1. Peter Kim et al, 10 Model of Funding, Stanford Social Innovation Review, 2. Sasha Dichter, In defense of raising money, Maureen Berner et al, Two Models for Nonprofit Funding Allocation: Lessons for Nonprofit Managers, Journal for Non-profit Management,VOL. 14, 2010 What are the major concerns when a nonprofit makes investments? What are the latest means and practice of investment in the nonprofit sector? What are the keys to successful fundraising for a nonprofit organization? How internet is affecting nonprofit fundraising? 8 / 10

9 Part V Leading for Change We are living in a fast changing world so it is true to the nonprofit sector. All leaders, successful or not, are both forced to face changes every day. Positive response to change may result in better response to changes. Leaders must lead the process. This part of the course helps students to establish understanding the leaders role in responding to changes. Week 15 NPO in a Changing World Readings 1. Successfully Transforming NGOs: Leading Change, ESADE, 2010, NGOs%3A+Leading+Change&source=web&cd=1&cad=rja&ved=0CDAQFjAA &url=http%3a%2f%2fitemsweb.esade.es%2fwi%2fresearch%2fiis%2fpublica cions%2fsuccessful_transformation_ngo_eng_rev.pdf&ei=m9vuuja3jibgkg XvlYDoBA&usg=AFQjCNER0bUlQmz4CuOy8xaN0XVx2kBvQA 2. By Paul Brest, Theory of Change, Stanford Social Innovation Review, 2010 What are the latest trends in CSO movement, globally and in China? What are the driving forces behind nonprofit changes? What are their implications to nonprofit leadership and management? Week 16 Managing ups and downs Readings 1. Managing Change, ENVEC, 2007, west.com/susbus/mggchange.pdf 2. Adaptation and changes in six globalizing NGOs, drives, tension and lesson, 2010, cuments/adaptation_change_in_six_globalizing_ngos.pdf What are the main challenges that nonprofit leaders are usually faced with? How ups and downs transform to each other? What are the main responsibilities and qualities for nonprofit leaders in responding to changes Week 17 Guest speaker: Mr. Wu Chong or Ms. Pan Jiangxue, co-founder of True Dream Foundation What makes a good nonprofit leader? 9 / 10

10 Or a small workshop on the same topic. Week 18 Paper Presentation Week 19 NPO visit: Shining Stone or The Facilitator (Optional) 10 / 10