NGO Education Survey

Applied Project for the Not-For-Profit Sector (MGMT1900)

Learners design, manage and complete a specific culminating project as determined in consultation with program faculty. The focus of this course is on the integration and application of knowledge, skills and experiences gained from the program, and professional practices, for the purposes of addressing an issue or concern in the not-for-profit sector.

Applied Project for the Not-For-Profit Sector (MGMT1900)

Learners design, manage and complete a specific culminating project as determined in consultation with program faculty. The focus of this course is on the integration and application of knowledge, skills and experiences gained from the program, and professional practices, for the purposes of addressing an issue or concern in the not-for-profit sector.

Communication Systems in the Not-For-Profit Sector (MGMT1830)

Not-for-profit organizations need to address communication systems for both internal and external audiences at the macro and micro level. This course explores models, processes and practices for communicating with a wide variety of stakeholders, and the means of enabling information sharing and dialogue. Learners investigate communication systems relating to crisis management, marketing, public relations, and staff communications.

Community Service and Facility Management in the Not-For-Profit Sector

Not-for-profit organizations need to address communication systems for both internal and external audiences at the macro and micro level. This course explores models, processes and practices for communicating with a wide variety of stakeholders, and the means of enabling information sharing and dialogue. Learners investigate communication systems relating to crisis management, marketing, public relations, and staff communications.

Community Service and Facility Management in the Not-For-Profit Sector (MGMT1820)

Leaders in the not-for-profit sector are responsible for wide-ranging management of both community service and the environments in which they are offered. In this course, learners explore systems and factors as applied to the operation of a community service facility, and the challenges associated with balancing competing interests. Facility maintenance, risk management, emergency plans, information technology and the soft systems involved in day-to-day operations and service delivery are addressed

Financial Management in the Not-For-Profit Sector (MGMT1870)

Financial management requirements in not-for-profit organizations are often complex and demanding. In this course, students are introduced to major systems and concepts, and related best-practices, of not-for-profit financial management. Topics addressed include organizational budgeting and accounting, revenue generation, controls, compliance related to pertinent legislation, and the management of accountabilities to diverse revenue sources. Learners practice core skills and concepts essential for senior not-for-profit leaders.

Governance in Not-for-profit Organizations (MGMT 1810)

Governance in Not-For-Profit Organizations Description: This course explores models of governance of not-for-profit organizations as learners compare and contrast characteristics, best practices and the implementation dynamics of each model. Learners examine board-staff relations and the complexity of the Executive Director and senior level positions at the intersection of accountability and leadership to staff, community and board. Learners strategize how governance can be applied at the organizational level to effect long term change. Hours: 45 Credits: 3 Pre-Requisites: CoRequisites:

Human Resources Management in the Not-For-Profit Sector (MGMT1880)

The most valuable resource in an organization is its people. Human resources within the not-for-profit sector include volunteers, staff, consultants and placements. Senior leaders are called upon to practice and model competencies with respect to recruiting, developing, serving, directing, retaining, motivating, disciplining, compensating and recognizing the people who serve their communities as the human resources of not-for-profit organizations. This course explores comprehensive models, practices, legislation and standards for human resources management in not-for-profit organizations.

Leadership in the Not-For-Profit Sector (MGMT1850)

Leaders in the not-for-profit organizations are called upon to serve, facilitate, inspire, engage and direct multiple stakeholders and organizational systems. This course explores various models of organizational leadership and their characteristics. Learners consider, define and develop personal perspectives on leadership, and reflect on how their own leadership styles contribute to an eclectic leadership approach for application in their work as senior leaders.

Program Design and Evaluation in the Not-For-Profit Community Service Environment (MGMT1840)

Learners explore a cyclical approach to community service management encompassing needs assessment, program design, delivery, evaluation, and critical reflection, and investigate the practical challenges of applying theoretical models in a not-for-profit community service environment. Using a utilization-focus model, learners synthesize how the program management cycle can be of benefit to clients and the organization when tailored to meet both long-term and emerging community needs. Best practices in program evaluation will be addressed with specific applications for not-for-profit organizations.

Strategic and Operational Planning in the Not-For-Profit Sector (MGMT1860)

Leading and managing at the operational and strategic levels are integral to effective organizational management. This course investigates models and best-practices for both operational and long-term planning in not-for-profit community service organizations. Learners examine the strategies to plan for, and to balance short-term and longer-term strategic needs.

Systems and Issues in the Not-For-Profit Sector (MGMT1890)

The not-for-profit leader / manager is often called upon to manage complex accountabilities, issues and relationships, within rapidly changing environments and multiple competing interests. Senior leaders and managers must develop and practice the abilities to assess, judge and understand complex issues and systems. This course explores models and skills necessary to analyze and understand such issues and systems, in order to discern needs, issues, opportunities and responses that are timely, appropriate, and strategic.