EMNA Curriculum

3 credits

Accounting principles and practices are presented as they apply to not-for-profit organizations. The course objective is to provide a working knowledge of basic accounting concepts, standard accounting reports, generation and use of accounting information, and other subjects with particular relevance to the not-for-profit sector.

3 credits

This course focuses on the development, composition, roles and responsibilities of NFP Boards. The partnership between the organizational executive and board in identifying and addressing management and development challenges is explored through case studies and class discussion. Students will discuss problems in board management and formulate action plans to resolve those problems.

3 credits

The focus of this course is on developing students’ capacity to analyze and design operating processes by using information technologies to analyze data. Projects are designed to teach students how to interpret and weigh data, as well as how to use mathematical/computer models as tools for effective decision making and refinement of functional and strategic processes.

3 credits

This course is concerned with the application of microeconomic principles to the managerial decision-making process with extensive applications to the not-for-profit sector. The course will analyze the demand for services; the cost to the agency of providing those the external markets within which those services are provided services; and the internal organizational architecture of the agency providing the services. Some key concepts to be discussed under these major topic headings are demand elasticity, incremental cost, the competitive assumption of perfect information, price discrimination, barriers to entry and assignment of decision rights.

1.5 credits

This course examines a range of ethical issues and value dilemmas facing the not-for-profit manager and the not-for-profit organization. Emphasis is given to the formulation and implementation of organizational social policy, the development of sensitivity to moral and economic values within situations, and the ability to examine complex ethical situations and reach decisions for action. The role of the not-for-profit manager as both a professional and ethical leader is explored through case studies which examine ethical issues in contemporary nonprofit organizations.

3 credits

This is the capstone experience for students in the Executive Master of Nonprofit Administration program. It is assumed that students have a fundamental knowledge of the nonprofit sector including nonprofit theory and principles. The course will focus on the development of an agreed upon project that supports the sector and that develops a new skill set for the student based on classroom activity and nonprofit research. It is designed to enhance leadership development and nonprofit practice. The class is nontraditional in the sense that students direct and have control over learning and structure.

3 credits

This course will benefit those in management in not-for-profit financial issues. Topics covered include accountability and stewardship, the finance function in a mission driven organization, fiscal operations and functions, external constituencies, reporting and compliance, operating budgets, program planning, strategic management, and internal financial reporting.

3 credits

This course will explore a variety of fundraising methods and theories. By utilizing case studies, completing relevant projects and engaging in group discussion, students will learn how to apply fundraising strategies within the nonprofit sector. This course will also study the role of board, staff and volunteers in developing effective fundraising strategies. Students will expand their understanding of fundraising operations and reflect on current philanthropic issues confronting nonprofit organizations.

3 credits

Proceeding from a discussion of various theories of managing people in organizations, this course enhances management skills and the understanding of how different strategies are most effectively employed in not-for-profit organizations. Management of both professional staff and volunteers are emphasized, as are the skills needed to work effectively with trustees and boards.

3 credits

The course provides the basic concepts of the laws and regulations governing not-for-profit organizations. Specific topics include an introduction to the origins of law, legal reasoning, the judicial process, torts, contracts, and employment law. Ethical considerations for NFP organizations when making law related decisions are addressed throughout the course.

1.5 credits

This course focuses on the communications role and responsibilities of not-for-profit managers with external constituents as well as boards of directors. Starting with the fundamentals of writing and speaking, this course emphasizes the development of the ability to advocate persuasively as part of an overall marketing strategy.

3 credits

This course discusses the marketing needs and approaches particular to not-for-profit organizations as they seek to build recognition for the value of the services they provide. Course focuses include development of the skills needed to create, implement and refine effective not-for-profit marketing programs. Coursework emphasizes skills and techniques used to develop innovative marketing plans that promote interest in the products, services and people which comprise not-for-profit organizations.

3 credits

(Capstone course to be taken after all other core courses). The course is designed to integrate the knowledge, skills and techniques obtained from previous courses. Emphasis will be placed on the formulation of a not-for-profit organizational strategy through the development of a mission statement, strategic objectives and plans for implementation of the strategy.

3 credits

Developing effective grant writing skills are essential to acquire competitive funding from government agencies and private foundations. Writing a successful grant proposal is a blend of art and science. It requires basic know-how, content knowledge, writing proficiency, strong research skills, creativity, organizational ability, patience, and a great deal of luck. This course will provide students with the background necessary to develop a competitive funding proposal.

3 credits

Corporate partnerships are so much more than financial transactions. True partnerships leverage the assets of each partner. In the context of partnership, there is so much more you can ask of business …from program grants to cause marketing; from in kind donations to pro bono services; from volunteers to board members and so much more. This course will focus on the art of corporate partnerships and how to position nonprofits to work with business to advance mission.

3 credits

The focus of this course is on the actions and styles of leaders and managers as they attempt to influence individual and group behavior. Whether operating in a profit or not-for-profit environment a major goal of the course is a deeper appreciation of the dynamics present within the organization and individual workgroups. As technology doubles every decade, the course will also examine how leaders manage change and position their organizations to survive and prosper in the future.

3 credits

This course is designed to introduce the general theory and practice of negotiation. The course is relevant to a broad spectrum of negotiation scenarios that might be faced by nonprofit leaders in their professional and in their personal lives. A basic premise of the course is that while a nonprofit leader needs analytic skills to discover optimal solutions to the problems he or she faces, a broad array of negotiation skills is needed to get these solutions accepted and implemented. The course will allow students the opportunity to develop these skills experientially and to understand negotiation through the lens of useful analytical frameworks.

3 credits

The course will explore the challenges of leading organizations in difficult political environments. It will introduce theoretical frameworks to help leaders navigate politically sensitive issues. The course will also feature several real-world case studies from around the globe, with a focus on the Middle East. Each case study will highlight the difficulties faced by leaders in diverse regions and sectors, including CEOs managing companies in politically charged settings, social entrepreneurs transforming organizations in financial distress, and NGO directors operating in war zones. These case studies will give students the opportunity to apply their newly learned theoretical frameworks. Each case will be examined through group work and presentations of recommendations. The course will conclude with presentations and fireside chats with practitioners and scholars, offering deeper insights into both theory and practice.

3 credits

This course is designed to provide an overview of outcome and performance measurement systems used by nonprofit agencies. Emphasis will be placed on understanding issues related to needs assessments, how outcomes are measured, and how needs assessment and outcome information is used for program creation, continuation and funding. Particular attention will be paid to creating an evaluative culture and carrying out evaluations as a professional in non-profit management.

3 credits

This course will explore the innovative concepts, practices and strategies associated with “Social Entrepreneurship”, including its growing trend both domestically and internationally toward multiple definitions and widespread applications in both the non-profit and for-profit settings. Students will be challenged to develop their own innovative ideas/opportunities in terms of a social venture plan, first exploring the idea’s feasibility, then creating a business plan that will be ‘ready for implementation’ at the conclusion of the course. Topics covered throughout the course and in preparation for the business plan include developing a strategic vision/mission, exploring the competitive market/landscape, as well as creating business models, including management, legal and funding issues, and developing a SROI (Social Return on Investment) framework.