Saint Louis
University Stephen
P. Wernet, Ph.D
School of
Social Service Office:
Tegeler Hall 316
& Voice:
977.2714
Department of
Public Policy Studies E
Mail: [email protected]
Fall Semester
1999 Office
Hours: By Appt.
Introduction to Nonprofit Organization Management
(SW S798/ PPSG 693.02)
Course
Description
This course
examines the American nonprofit sector and administration of nonprofit
organizations. It analyzes the nonprofit sector from the perspective of civil
society and political economy. Furthermore, the course examines nonprofit
organization management from the perspective of voluntarism and citizen
participation.
As a survey, the
course will cover five areas: an overview of the nonprofit sector; the mission
of nonprofit organizations in a mixed economy; the range of organizational
forms taken by nonprofits; resource development; and the principle management
functions.
Course Objectives
Upon completion
of the course, a student will be able to:
A. Knowledge
Objectives
(1) Analyze the
historical evolution of the philosophy, values and selected concepts that
define the nonprofit sector.
(2) Analyze the
characteristics of the nonprofit sector as they are exhibited in the range of
nonprofit organizational forms.
B. Skill
Objectives
(1) Compare and contrast
nonprofit organizational forms as they differ on resource development.
(2) Compare and
contrast principal management functions as they are exhibited in the range of
nonprofit organizational forms
(3) Compare and
contrast principal management functions as they are exhibited in resource
development
C. Values
Objectives
(1) Evaluate the
selected theories of nonprofit organizations and the nonprofit sector in the
context of social work values and ethics.
(2) Demonstrate
understanding of the effect of culture and ethnicity on the role of nonprofit
organizations.
Course Structure
The course is
taught using a seminar - discussion format. You are expected to complete the
assigned readings prior to the class meeting, prepare two or three well-thought
out questions or items for class discussion and help facilitate the discussion.
Evaluation
Methods
Two components
will be used for evaluating the student’s performance in this course: class
participation and a project. Each component will contribute 50% to the final
course grade.
Class
Participation: There are three levels of participation: active, moderately
active and passive. An active participant contributes to the general learning
of the class, asks pertinent questions, and shares relevant insights. Active
participation earns an “A”. A moderately active participant actively listens,
reacts to information, and asks relevant questions when confused by course
content. Moderately active participation earns a “B”. Attendance is not
participation, is passive, and is unacceptable for graduate studies. Attendance earns a “C”.
Class Project:
The completion of a project is required for this course. The project is meant
to demonstrate your command and understanding of the course material. The
project may consist of the analysis of a theoretical issue (e.g. a traditional
library based research paper), a case analysis or some other suitable creative
project. The project will be developed in consultation with the instructor. The
project is due on Wednesday, December 8, 1999.
Textbooks
Required:
Robert D. Herman
and Associates. 1994. The Jossey-Bass Handbook of Nonprofit Leadership and
Management. San Francisco: Jossey-Bass Publishers, Inc.
Lester M.
Salamon. 1999. America’s Nonprofit Sector. A Primer. Second Edition. New
York: The Foundation Center.
Kevin M. Guthrie.
1996. The New York Historical Society. San Francisco: Jossey-Bass Inc.
Recommended:
David M. Austin.
1988. The Political Economy of Human Services Programs. Greenwich
Connecticut: JAI Press, Inc.
Roger A. Lohmann.
1992. The Commons. New Perspectives on Nonprofit Organizations
and Voluntary Action. San
Francisco: Jossey Bass.
W.W. Powell
(Ed.)1987. The Nonprofit Sector. A Research Handbook. New Haven: Yale
University Press.
Other Readings as
assigned.
Course
Schedule
|
Required Reading |
Recommended Reading |
|
August 25,
1999: Introduction |
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Salamon:
Chapter 1 & Chapter 2: pages 7-11 |
Lohmann. The
Commons. pages 1-82. |
|
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|
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Bush, R. 1992.
Survival of the nonprofit spirit in a for-profit world. Nonprofit and Voluntary Sector
Quarterly. 21(4), 391-410. |
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September 1,
1999: The Commons |
|
|
|
|
|
Van Til:
Nonprofit Organizations and Social Institutions. In Herman and Associates. The
Jossey-Bass Handbook of Nonprofit Leadership and Management. |
Austin. 1988. The
Political Economy of Human Services Programs. Pages 1-33. |
|
|
|
|
|
Lohmann. The
Commons. Pages 83-157. |
|
|
|
|
September 8,
1999: History of the Nonprofit Sector |
|
|
|
|
|
Salamon:
Chapter 5 |
Salamon: The
Nonprofit Sector and the Evolution of the American Welfare State. In Herman and Associates. The
Jossey-Bass Handbook of Nonprofit Leadership and Management. |
|
|
|
|
Hall:
Historical Perspectives on Nonprofit Organizations. In Herman and Associates.
The Jossey-Bass Handbook of Nonprofit Leadership and Management. |
Austin. 1988. The
Political Economy of Human Services Programs. Pages 85-158. |
|
|
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|
September
15, 1999: Theories of the Nonprofit Sector |
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|
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|
Salamon:
Chapter 2: pages 11-19 |
Lohmann. The Commons. pages 158-195. |
|
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Hansmann:
Economic Theories of Nonprofit Organizations. In Powell (Ed). The
Nonprofit Sector. A Research Handbook. |
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Douglas:
Political Theories of Nonprofit Organizations. In Powell (Ed). The
Nonprofit Sector. A Research Handbook. |
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Salamon:
Partners in Public Service: The Scope and Theory of Government-Nonprofit
Relations. In Powell (Ed). The
Nonprofit Sector. A Research Handbook. |
|
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|
September
22, 1999: Theories
of the Nonprofit Sector (cont) |
|
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Zald, M. 1970.
Political economy: A framework for comparative analysis. In M. Zald. (Ed). Power
in Organizations. Nashville, TN: Vanderbilt University Press. |
Austin. 1988. The
Political Economy of Human Services Programs. Pages 159-228. |
|
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Knoke, D. 1985.
The political economies of associations. Research in Political Sociology. 1, 211-242. |
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S. P. Wernet.
1994. A case study of adaptation in a nonprofit human service
organization. Journal of Community
Practice. 1(3), 93-112. |
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September
29, 1999: Characteristics of the Nonprofit Sector |
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|
Salamon:
Chapters 3 & 4 |
Rudney: The scope
and dimensions of nonprofit activity.
In Powell (Ed). The Nonprofit Sector. A Research Handbook |
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Lohmann. The Commons. Pages 196-214. |
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October 6,
1999: Charateristics of the Nonprofit Sector (cont) |
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|
Salamon:
Chapters 6-11 |
Simon: The Tax
Treatment of nonprofit organizations: A review of federal and state
policies. In Powell (Ed). The
Nonprofit Sector. A Research Handbook. |
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Steinberg:
Nonprofit Organizations and the Market. In Powell (Ed). The Nonprofit
Sector. A Research Handbook. |
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October 13,
1999: Range of Nonprofit Organizational Forms |
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D.H.
Smith. 1991. Four Sectors or Five? Retaining the Member-Benefit Sector. Nonprofit
and Voluntary Sector Quarterly. 20(2),
137-150. |
D.H. Smith 1993. Public benefit and member benefit nonprofit,
voluntary groups. Nonprofit and Voluntary Sector Quarterly. 22(1), 53-68. |
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D.H. Smith 1992.
A neglected type of voluntary nonprofit organization: Exploration of
the semiformal, fluid-membership organization. Nonprofit and Voluntary
Sector Quarterly. 21(3), 251-270. |
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|
A. Trojan, E.
Halves, H.Wetendorf, and R. Bauer.
1990. Activity areas and
developmental stages in self-help groups.
Nonprofit and Voluntary
Sector Quarterly. 19(3), 263-278. |
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S.Z. Kalifon. 1991. Self-help groups
providing services: Conflict and change. Nonprofit and Voluntary Sector
Quarterly. 20(2), 191-206. |
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October 20,
1999 : Voluntarism and Volunteers |
|
|
|
|
|
McCurley:
Recruiting and Retaining Volunteers. In Herman and Associates. The
Jossey-Bass Handbook of Nonprofit Leadership and Management. |
Lohmann. The
Commons. pages 215-252. |
|
|
|
|
Brudney:
Designing and Managing Voluteer Programs.
In Herman and Associates. The Jossey-Bass Handbook of Nonprofit
Leadership and Management. |
D.H.
Smith. 1994. Determinants of
voluntary association participation and volunteering: A literature review.
Nonprofit and Voluntary Sector Quarterly. 23(3), 243-263. |
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D.S.
Story. 1992. Volunteerism: The
"self-regarding" and "other-regarding" aspects of the
human spirit. Nonprofit and
Voluntary Sector Quarterly. 21(1),
3-18. |
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R.A. Cnaan and
L. Amrofell. 1994. Mapping volunteer
activity. Nonprofit and Voluntary Sector Quarterly. 23(4), 335-351. |
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R. Sundeen and
S.A. Rashoff. 1994. Volunteering
among teenagers in the United States.
Nonprofit and Voluntary Sector Quarterly. 23(4), 383-404 |
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R. Sundeen.
1992. Differences in personal goals and attitudes among volutneers. Nonprofit
and Voluntary Sector Quarterly. 21(3), 271-291. |
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E.G. Clary, M.
Snyder, J.T. Copeland, and S.A. French. 1994. Promoting volunteerism: An
empirical examination of the appeal of persuasive messages. Nonprofit and Voluntary Sector
Quarterly. 23(3), 265-280. |
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R.A. Cnaan and
R.S. Goldberg-Glen. 1991. Measuring motivation to volunteer in human services.
Journal of Applied Behavioral Science. 27(3), 269-284. |
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J. H. Stanfield
II. 1993. African American traditions of civic responsibility. Nonprofit
and Voluntary Sector Quarterly. 22(2),
137-154. |
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Chambre, S.M.
1992. Limits of the workplace analogy: Are volunteers unpaid staff?. Nonprofit Management and Leadership.
2(3), 303-309. |
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October 27,
1999: Volunteer Boards of Directors |
|
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|
Axelrod: Board
Leadership and Board Development. In Herman and Associates. The
Jossey-Bass Handbook of Nonprofit Leadership and Management. |
Middleton:
Nonprofit Boards of Directors: Beyond Governance Function. In Powell (Ed). The
Nonprofit Sector. A Research Handbook. |
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D. M. Austin
and C. Woolever. 1992. Voluntary
association boards: A reflection of member and community characteristics.
Nonprofit and Voluntary Sector Quarterly.
21(2), 181-194. |
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Harris, M.
1990. Voluntary leaders in voluntary welfare agencies. Social Policy &
Administration. 24(2), 156-167. |
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November 3,
1999: Executive Leadership in Nonprofit Organizations |
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Herman and
Heimovics: Executive Leadership. In Herman and Associates. The Jossey-Bass
Handbook of Nonprofit Leadership and Management. |
Wernet, S.P.
and D.M. Austin. 1991. Decision making style and leadership
patterns in nonprofit human service organizations. Administration in Social Work. 15(1), 1-15. |
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Austin,
D.M. 1989. The human service executive. Administration in Social Work. 14, 13-36. |
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Herman, R. and
R. Heimovics. 1990. Responsibility
for critical events in nonprofit organizations. Nonprofit and Voluntary
Sector Quarterly. 19(1), 59-72. |
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R. Kleidman.
1994. Volunteer activism and professionalism in social movement
organizations. Social Problems. 41(2),
257-276. |
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S.
Staggenborg. 1988. The consequences of professionalization
and formalization in the pro-choice movement. American Sociological Review. 53, 585-605. |
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November 10,
1999: Resource Management |
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Rathgeb Smith:
Managing the Challenges of Government Contracts. In Herman and Associates. The Jossey-Bass Handbook of
Nonprofit Leadership and Management. |
Lohmann. The
Commons. pages 253-276. |
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Fogel:
Designing and managing the Fundraising Program. In Herman and Associates. The
Jossey-Bass Handbook of Nonprofit Leadership and Management. |
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Massarsky:
Enterprise Strategies for Generating Revenue. In Herman and Associates. The Jossey-Bass Handbook of
Nonprofit Leadership and Management. |
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November 17, 1999: A Case Study |
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Guthrie: The
New York Historical Society. |
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December 1, 1999: A Case Study (cont) |
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Guthrie: The
New York Historical Society. |
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