Management
Concentration
The management concentration responds to the management education
needs of public and community service professionals. The concentration
provides education for nonprofit community-based, progressive
organizations that promote the principles of “active democracy”
by involving constituents directly in governance and in shaping
their communities. The concentration differs from traditional
management education in that the mission, accountability and performance
measures are not related to profit. Instead, the mission focuses
on societal transformation; accountability and performance are
measured by organizational effectiveness in advancing the goals
of social and economic justice. To advance the goals of social
and economic justice, managers must be able to create sustainable
organizations through the efficient and effective management of
people, information, and money. Nonprofit organizations must be
innovative, adaptive, and resourceful to meet the challenges of
the Twentieth-First Century.
People management includes the selection and development of staff
and volunteers, decision-making and leadership skills, and the
development of strategic alliances with other organizations having
similar goals. People management skills also include good communication
and critical thinking skills. In an environment of fiscal constraints
and retrenchment, it is essential that managers have sound fiscal
management and fundraising skills. Managers must be able to manage
the day-to-day fiscal affairs of the agency, and must be able
to develop comprehensive strategic fundraising plans to ensure
the solvency of the agency. Information management is critical
to the day-to-day operations of the organization. Information
technology provides support for financial management, human resources
management, performance monitoring, fund raising, networking with
other organizations, community outreach, communications and assessment
of agency performance.
The underlying theme throughout the concentration is “community
participation in governance and in shaping their communities.”
For example community members (constituents and consumers) should
participate in agency decision making by serving as members of
programming committees, personnel selection committees, fundraising
committees, and budget committees. Effective partnerships with
the community are essential in an active democracy. Therefore,
community participation must include real decision making authority
rather than advisory participation.
The four competencies that comprise the management concentration
provide the essential learning to be an effective manager. The
development of communication, critical thinking, and computing
skills are integrated into these competencies. Projects and assignments
should be designed to foster the continued development of these
skills and to examine the moral and ethical issues that are relevant
to the four management competencies.
Requirements:
Financial Management of Nonprofit Organizations
Strategic Planning and Fund Raising (under development)
Management Principles and Practices
Human Resource Management
