Master of Business Administration in Nonprofit Management Online

As the general foundation course for the nonprofit concentration, this course focuses on management and administrative issues relating to nonprofit organization. Administrative structure and other subjects related to the difference between nonprofit and for-profit organizations will be addressed. Subjects covered include constituencies, boards strategic planning, marketing, financial management, human resources, volunteer management, and resource development. This course is designed to provide the student with a clear understanding of the most important management issues in the nonprofit sector and to provide the student with a firm foundation in nonprofit administrative concepts and theories. The student will learn to appreciate the difference between the for-profit and nonprofit organization and related management techniques and issues specific to the nonprofit organization as compared to the for-profit or public sector.

The purpose of this course is to introduce students to a variety of fund raising methods, provide the context in which these methods might be used, and provide an understanding of how fundraising operates within public and not-for-profit organizations. The course is directed at students pursuing a management career in the not for-profit section as well as other graduate students interested in fundraising within public and nonprofit organization.

With the increase in the sense of social responsibility in society has come a corresponding increase in the number of nonprofit organizations and in the volume of their activities. Approximately one third of the volume of business in the United States is conducted by governmental units and charitable organizations. As such organizations play an increasingly significant role, accounting for these organizations is receiving more and more attention. For example, a Governmental Accounting Standards Board (GASB), similar to the Financial Accounting Standards Board (FASB), has been proposed. This body would be responsible for establishing accounting standards for state and local governmental units. Accounting for other nonprofit organizations, such as churches and hospitals, is also receiving attention by the American Institute of Certified Public Accountants and other professional accounting groups. The accounting systems for all nonprofit organizations must provide financial data to internal management for use in planning and controlling operations, and to external parties, such as taxpayers and donors, for use in determining the effectiveness of operations. Thus, the focus of this course is both management control and financial accounting for nonprofit organizations.

This course is designed to provide an overview of governance issues as well as basic contract, labor, and tax law issues within the area of nonprofit corporation law. Ethics in nonprofits is included with specific emphasis directed towards self-dealing, fiduciary responsibility, and human resource management. Legal issues covered include a variety of legal problems that nonprofit executive directors or their staff are likely to face, including board organization and management problems.

Nonprofit marketing has become a major, legitimate field of study. Today, nonprofit organizations actively employ marketing techniques, including advertising, personal selling, public relations, and product design to reach their goals. This course is designed to study the marketing strategies used by organizations in education, the arts, social services, libraries, and public services. Through case studies and practical examples the student will be introduced to the special needs of the nonprofit sector and the process for solving marketing problems, as well as the tools and techniques to make effective marketing decisions in specific areas.

This course explores social entrepreneurship by investigating such questions as: Who are social entrepreneurs? How does social entrepreneurship differ from traditional business entrepreneurship? Can the impact of social entrepreneurship be assessed? In exploring these issues, two foundational elements emerge as critical components in a working understanding of the nature of social entrepreneurship in today’s society: who are social entrepreneurs, and what does it take to be successful?

This provides a summary or overview of three of the core subjects associated with a program of study in Business: Accounting, Finance and Economics. The course provides a comprehensive review of the foundational material associated with an undergraduate business degree program. The three leveling courses ensure that students are leveled to the program of study as they start the MBA degree program. This course is completed by entering MBA students holding a bachelor's degree in a non-business field.

This provides a summary or overview of three of the core subjects associated with a program of study in Management, Human Resources Management and Business Law. The course provides a comprehensive review of the foundational material associated with an undergraduate business degree program. The three leveling courses ensure that students are leveled to the program of study as they start the MBA degree program. This course is completed by entering MBA students holding a bachelor's degree in a non-business field.

This provides a summary or overview of two of the core subjects associated with a program of study in Business: Marketing and the Management of Information Systems. The course provides a comprehensive review of the foundational material associated with an undergraduate business degree program. The three leveling courses ensure that students are leveled to the program of study as they start the MBA degree program. This course is completed by entering MBA students holding a bachelor's degree in a non-business field.

Data Analysis and Modeling is an exciting field in today’s dynamic, competitive world. Business managers deal with large amounts of data and information. A unifying element of the course is the use of Excel to perform various analyses in a spread sheet environment. In this course, students develop skills in using Excel to examine and report data. Students will be able to make strategic decisions using various concepts, methods, and quantitative tools in the field of data analysis and modeling.

In a globalized era, management executives need to understand the role of operations function and its impact on competitiveness. This course provides an understanding of manufacturing and service operations and their role in the organization. Students will learn how organizations effectively organize and manage the resources in producing goods or services that satisfy customer requirements. In addition, this course focuses on informed decision making using specific analytical tools. The course covers topics such a process flow analysis, project management, supply chain management, capacity planning, facilities location, total quality management, materials management, scheduling and quality control, manufacturing and service strategy, inventory management and forecasting.

This course is intended as a capstone course in the MBA program, integrating the various courses in the curriculum as the learning accomplished through the core courses and the electives in the student’s area of concentration are applied to the process of strategy formation and case review. As students study the process of strategic management, they will focus on the tasks of crafting, implementing, and executing an organization’s strategy. Strategy is grounded in the array of competitive moves and business approaches management depends on to produce successful performance. The study of strategy, then, considers management’s game plan for strengthening the organization’s position, pleasing its customers, and achieving performance targets. Students will learn how managers devise strategies to guide how the company’s business will be conducted and to help them make reasoned, cohesive choices among alternative courses of action.

This course is intended as a vehicle for producing students who will be comfortable and effective in a worldwide marketplace. Today, all students—even those who will never have an overseas assignment—need to be knowledgeable about the global economy. Students must develop cultural literacy in international business. As a business professional they must be able to talk knowledgeably with a visiting executive from a French multinational corporation, or understand and analyze the impact on themselves and their firm of trade negotiations with Japan, devaluation of the Mexican peso, economic growth in China or Brazil, or the collapse of a British bank. It is the purpose of this course to provide such a foundation for future managers who must function in a global competitive environment (3 credits).