NP 501. OVERVIEW OF NONPROFIT ADMINISTRATION 3 cr. Survey course of the history, structure, breadth and depth of the sector. Contains theoretical and case-based discussions of setting organizational direction, increasing productivity, enhancing organizational survivability, and interacting effectively both within and across organizations.
NP 504. SOCIAL ENTREPRENEURSHIP 3 cr. Introduces the meaning and importance of social entrepreneurship in the modern economy and demonstrates how entrepreneurial orientation can assist in the attainment of nonprofit goals and social objectives as a means to obtain social justice while creating unrestricted income and possibly also offering employment to those the organizations exist to serve. Students will research effects of social enterprises on varying populations and cultures.
NP 510. INTERNSHIP IN NONPROFIT ADMINISTRATION 3 cr. Field placement in a mentored administrative-related position in an appropriate nonprofit organization. Goals include learning about nonprofit management issues and the importance of leadership in administrative action. This placement is intended for students with limited career experience in nonprofit organizations, and is by prior permission only. See the Internship Requirements.
NP 515. LEADERSHIP AND MANAGEMENT 3 cr. A comprehensive assessment of the student’s leadership and managerial type followed by classroom discussion of leadership and managerial challenges, skills, exercises, and case studies. Review team building, facilitating, and emotional intelligence. Develop skills and awareness as well as set goals and a career management strategy.
NP 520. ADVOCACY AND NONPROFIT ADMINISTRATION 3 cr. Theories about interest groups and their place in a democratic society, hands-on information about methods of advocacy, and ethical concerns regarding advocacy. The practical discussion for nonprofit administrators includes legal constraints on lobbying and best practices from experienced lobbyists. The focus on ethical issues emphasizes effectiveness within a system driven by influence without becoming corrupted.
NP 530. PROFESSIONAL COMMUNICATIONS FOR NONPROFIT ADMINISTRATORS 3 cr. Familiarizes nonprofit administrators with communication types, styles and theory, emphasizing persuasion and communication in organizational settings. Provides the opportunity to refine talents in writing and presenting, including the effective use of technology and social media.
NP 540. FUNDRAISING FOR NONPROFIT ADMINISTRATORS 3 cr. Prepares students to help nonprofit organizations secure the contributed resources necessary to advance organizational mission and objectives. Students gain an understanding of key concepts and strategies related to fund development. Topics include motivations for giving, funding models, case statement preparation, relationship building, and various approaches to raising funds, e.g., grant proposal development, mail solicitations, and special events.
NP 541. ADVANCED FUNDRAISING FOR NONPROFIT ADMINISTRATORS 3 cr. Prerequisite: NP 540 or equivalent. Expands on fundraising basics from NP 540. Focuses on skills needed to become the leaders and managers of nonprofit development initiatives. Legal and ethical aspects of fundraising; larger theoretical issues and trends; expanded facets of fundraising, e.g., special events, annual funds, capital campaigns, planned giving, funding diversification, board development, developing donor databases, and evaluating fundraising software.
NP 550. PUBLIC POLICY ANALYSIS & PROGRAM EVALUATION FOR NONPROFITS 3 cr. Analysis of government action for its impact on nonprofit organizations and society more generally. Policy analysis is an essential tool in understanding the interaction of government actions and the interests of nonprofit organizations. Evaluation addresses legislative actions, how those actions are translated into enforceable rules, and how they are implemented by local service providers. Demonstrates how nonprofit administrators participate in that process.
NP 555. CULTURAL DIVERSITY 3 cr. This course will raise students’ awareness of and ability to enhance diversity and inclusion in the nonprofit sector. Students will develop an understanding of the impact of history and demographical shifts on the evolution of the field. Experiential training will include classroom discussions, case-based simulations, and in-depth readings to enable students to further their understanding of a variety of populations and backgrounds in order to create common ground to advance social justice.
NP 560. QUANTITATIVE AND QUALITATIVE ANALYSIS FOR NONPROFIT ADMINISTRATORS 3 cr. Basic methodological skills and tools applied to data collection and analysis in nonprofit organizations. Research procedures used in identifying target population needs and response. Introduction to tools for assessing program effectiveness.
NP 563 NONPROFIT MARKETING 3 cr. Exploration of traditional aspects of marketing and how they apply to nonprofit organizations. Examination of how nonprofit marketing may at times be similar to the for-profit sector as well as the unique challenges and opportunities nonprofit marketers face. Foundational concepts related to nonprofit organizations that influence marketing decisions in the nonprofit sector.
NP 570. STRATEGIC DECISION MAKING 3 cr. The course will review the nature, kinds, criteria and sources of decision making for the nonprofit executive: goal setting, valuation methods (economic efficiencies), strategy development, strategic thinking and planning, business plans, program evaluation, quality evaluation, and needs assessments. The course will offer a framework for multi-level decision-management, and discuss the nonprofit manager’s role in the implementation of each of these approaches. Course will include both theoretical background readings and case studies/projects of each of the decision tools surveyed.
NP 575. BOARD AND EXECUTIVE LEADERSHIP 3 cr. Study the intersection between the roles of the executive leader and the Board of Directors. Analyze the types, responsibilities, models and modes of Board leadership and governance in nonprofits organizations. Learn the role the nonprofit executive plays in fund raising, leadership, resource management, partnership development, marketing and public relations, Board development, human resources, facility management, policy and procedure development and implementation, community relations and strategic thinking as well as planning.
NP 580. INDEPENDENT STUDY 1-3 cr. Individual project under supervision. Approval of program director and associate dean of graduate studies required.
NP 595. INTEGRATIVE CAPSTONE PROJECT 3 cr. This course will include a semester long case study in a field setting as well as topical and applicable class discussions, skills and tools related other projects. Students identify, analyze, and address an issue, problem, or objective in a client nonprofit organization, then utilize a team approach to present findings and recommendations to the client and a review board of faculty.
AC 572. ACCOUNTING AND TAX ISSUES FOR NONPROFIT ORGANIZATIONS 3 cr. Addresses selected accounting and tax issues for nonprofits. Topics include fundamentals of fund accounting, financial statements, cash management, performance management, organization and donor tax issues, and other topics related to the financial and tax management of a nonprofit organization.
EC 501. ECONOMICS FOR NONPROFITS 3 cr. Application of the field of economics to study the activities of nonprofit organizations. Examines the ways in which economics affects every organization, even those that do not set out to earn a profit, and provides an understanding of basic principles of microeconomic analysis, such as opportunity costs, marginal analysis, elasticity, externalities, and public goods with which to analyze policies, programs, and operations. Theories of why nonprofit organizations exist and how they behave will be studied.
MK 521. PRINCIPLES OF MARKETING 3 cr. Study of the various phases of marketing on which sound marketing programs are based. Product planning, distribution policies, promotional policies, and pricing. Marketing planning and control. Related marketing problems of concern to business management.
MHR 588. STRATEGIC HUMAN RESOURCE MANAGEMENT 3 cr. Focuses on how organizations achieve success through human resource management. Topics may include workforce planning, training, performance appraisals, and compensations systems. A case methodology will be involved.
MHR 589. CONTEMPORARY ISSUES IN HUMAN RESOURCE MANAGEMENT 3 cr. Focuses on human resource issues confronting managers in today’s workplace. Issues include topics related to selection, outsourcing, volunteer management, performance appraisal, labor-management relations, compensation, safety, and training.
MHR 591. BUSINESS ETHICS & CORPORATE SOCIAL RESPONSIBILITY 3 cr. This course focuses on the importance of ethics and social responsibility in business settings. The course is designed to increase students’ awareness and appreciation of ethical and social responsibility issues, provide conceptual approaches to guide and improve decision making, and learn to develop systems that create more ethical and socially responsible work environments.