Not-For-Profit Management - A Guide to Credit for Prior Learning
Typical Learning Experiences of Students Earning Lower-Level Credit:
- Work in a non-profit environment, often in a supervisory role.
- Attend training courses in areas such as supervision for not-for-profits, fundraising, supervising volunteers, and various topics relating specifically to the not-for-profit sector.
Typical Learning Experiences of Students Earning Upper-Level Credit:
- Work for at least a few years in a non-profit environment, often at the middle or upper level management ranks.
- Attend training courses in areas such as supervision for not-for-profits, fundraising, supervising volunteers, and various topics relating specifically to the not-for-profit sector. May develop and/or implement policies or programs within their organization based on material learned in training courses. (e.g. devise and manage a fundraising program to meet the fiscal needs of the organization.)
- Play a role in the training of employees in not-for-profit-related subject matter.
Discussion Topics:
If students are familiar with some (but not necessarily all) of the following topics, they may be eligible for lower-level credit in the area of not-for-profit management. If students are familiar with advanced questions, they may be eligible for upper-level credit. If knowledge of some of the topics is substantial, the students may consider requesting additional credit in more narrowly defined areas.
Manager’s Roles
Facts, definitions, concepts (lower-level):
- Describe some differences between not-for-profit management and for-profit management.
- List some roles of the manager of a not-for-profit.
Relationships, knowledge of discipline, methodologies (upper-level):
- What is the manager’s functional relationship to the organization? Describe this relationship in terms of the manager’s roles.
- Contrast the manager’s relationship with the board of directors to that of their relationship with the rest of the organization.
Organizations
Facts, definitions, concepts (lower-level):
- Describe some types of not-for-profit organizations.
- Explain the importance of the organization’s mission.
Relationships, knowledge of discipline, methodologies (upper-level):
- Give examples of functional and divisional organizational structures and contrast their differences in terms of effects on the organization.
- What are the effects of public policy on the not-for-profit organization and how can the manager take advantage of or avoid these issues?
Managing Human Resources
Facts, definitions, concepts (lower-level):
- What are some reasons not-for-profits depend on volunteers?
- Describe some of the problems that may be encountered when using volunteers?
Relationships, knowledge of discipline, methodologies (upper-level):
- What kind of programs can management create to attract volunteers?
- Why is it difficult to retain volunteers and what can management do to improve this situation?
- What are some methods management can use to motivate volunteers? Explain how each method would be a motivator.
Managing Financial Resources
Facts, definitions, concepts (lower-level):
- Describe how not-for-profits raise money.
- Explain why it is necessary for not-for-profits to use fundraising.
Relationships, knowledge of discipline, methodologies (upper-level):
- Contrast the different methods management can use to raise funds for the not-for-profit, and explain the value of each method.
- How does management handle excess cash in a not-for-profit and how do these methods add or detract from the mission of the organization?
Ethics and Social Responsibility
Facts, definitions, concepts (lower-level):
- Describe some of the ethical reasons people choose to work for not-for-profit organizations.
- Define social responsibility.
Relationships, knowledge of discipline, methodologies (upper-level):
- What are some ways not-for-profit organizations practice social responsibility and what is management’s role in reinforcing these practices?
- What are some methods management can use to define ethics as part of the organization’s practices?