Lahore University of Management Sciences. MGMT 342 Nonprofit and Voluntary Organizations Spring Semester 2018 (Tentative Under review)

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1 MGMT 342 Nonprofit and Voluntary Organizations Spring Semester 2018 (Tentative Under review) Instructor Mohsin Bashir Room No. 312 Office Hours By appointment via Telephone 8412 Secretary/TA Bilal Alvi TA Office Hours TBA Course URL (if any) COURSE BASICS Credit Hours 3 Lecture(s) Nbr of Lec(s) Per Week 2 Duration 75 min Recitation/Lab (per week) Nbr of Lec(s) Per Week Duration Tutorial (per week) Nbr of Lec(s) Per Week Duration COURSE DISTRIBUTION Core Elective Open for Student Category Close for Student Category Sophomores, Juniors and Seniors Freshman COURSE DESCRIPTION Course Overview Local and international NGOs have seen significant growth all around the globe and Pakistan has been no exception. A larger presence of NGOs, international development organizations (UNIDO, UNDP, Oxfam etc) and bilateral government organizations (USAID, DFID, CIDA etc) promises a better and larger job market in the Pakistani nonprofit sector and provides a wide canvass for development sector researchers. This course is directed at students interested in Nonprofit Organizations, i.e. NGOs that are funded by local or foreign individual or institutional donors, and Voluntary Organizations, i.e. NGOs that are formed by the local communities to help themselves out. The course benefits students interested in pursuing careers in these organizations as well as students intending to pursue graduate studies in areas covered by these organizations. COURSE PREREQUISITE(S) None COURSE LEARNING OBJECTIVES By the end of the course, the students should be able to: 1. Understand key theoretical concepts that govern the creation and operation of nonprofit and voluntary organizations. 2. Demonstrate a know how of managerial skills required in effective management of nonprofit and voluntary organizations 3. Think critically about issues related to nonprofit and voluntary organizations in Pakistan

2 UNDERGRADUATE PROGRAM LEARNING GOALS & OBJECTIVES General Learning Goals & Objectives Goal 1 Effective Written and Oral Communication Objective: Students will demonstrate effective writing and oral communication skills Goal 2 Ethical Understanding and Reasoning Objective: Students will demonstrate that they are able to identify and address ethical issues in an organizational context. Goal 3 Analytical Thinking and Problem Solving Skills Objective: Students will demonstrate that they are able to identify key problems and generate viable solutions. Goal 4 Application of Information Technology Objective: Students will demonstrate that they are able to use current technologies in business and management context. Goal 5 Teamwork in Diverse and Multicultural Environments Objective: Students will demonstrate that they are able to work effectively in diverse environments. Goal 6 Understanding Organizational Ecosystems Objective: Students will demonstrate that they have an understanding of Economic, Political, Regulatory, Legal, Technological, and Social environment of organizations. Major Specific Learning Goals & Objectives Goal 7 (a) Program Specific Knowledge and Understanding Objective: Students will demonstrate knowledge of key business disciplines and how they interact including application to real world situations. Goal 7 (b) Understanding the science behind the decision making process (for MGS Majors) Objective: Students will demonstrate ability to analyze a business problem, design and apply appropriate decision support tools, interpret results and make meaningful recommendations to support the decision maker PROGRAM LEARNING GOALS AND OBJECTIVES Goal 1 Effective Written and Oral Communication Goal 2 Ethical Understanding and Reasoning Goal 3 Analytical Thinking and Problem Solving Skills Goal 4 Application of Information Technology Goal 5 Teamwork in Diverse and Multicultural Environments Goal 6 Understanding Organizational Ecosystems Goal 7 (a) Discipline Specific Knowledge and Understanding Goal 7 (b) Understanding the science behind the decision making process COURSE LEARNING OBJECTIVES Objective 1 Objective 1 Objectives 1, 2 and 3 COURSE ASSESSMENT ITEM Class Participation Written Assignments Project Presentations Class Participation in Panel Discussions Class Participation Assignments

3 GRADING BREAKUP AND POLICY The course grade is based on the following criteria: Source % of Total Assignments (Fieldwork 15%, Reflection 5%) 20 Class Participation 15 Quizzes 10 Project 15 Mid Term Examination 25 Final Examination 15 Total 100 Communication: The instructor and TA will always be available to see you in person. All you have to do is to and make an appointment. All course related communication (syllabus sharing, assignments, announcements and reading or session related updates etc) is done using LMS (lms.lums.edu.pk). Please make sure to check the Announcements section on LMS before every class. On days when LMS is down, will be used to communicate. While sending s to the instructor or the TA, make sure you draft formal messages. Informal s will not be responded to. Your s will be replied to within 24 hours on working days and hours during weekends and holidays. Please account for these response times when asking questions related to assignments with upcoming deadlines. Assignment(s): Assignments submitted late but within 24 hours of the deadline lose 40% of the assignment s grade. Submissions are not accepted later than 24 hours after the deadline. Quiz(es): Quizzes will mostly be unannounced and will serve as reading spot checks. Make up quizzes will only be offered to absentees with proper medical documentation. Class Participation: CP is graded between 0 5 points each day for each student, points are given on a quantitative as well as qualitative basis. Failure to make good CP in response to a cold call results in negative marking. Attendance Policy: You will not be allowed to enter the class once the session has started. Being away from class for more than 5 minutes gets you marked half absent and being away for more than 10 minutes counts as a full absence. It is understandable that during the semester, one might end up having to skip a class or two due to various reasons including family commitments, interviews, not feeling well, just oversleeping or clashes during the add/drop period. Keeping this in mind, you are allowed to miss 4 classes during the semester without having to provide any documentation etc. You lose one percentage point each from the overall course grade for the 5 th and 6 th absence, two percentage points each for 7 th, 8 th and 9 th absence and 3 percentage points for any further absences. Having more than 10 absences in the course usually results in an F grade.

4 EXAMINATION DETAIL Lahore University of Management Sciences Midterm Exam Yes/No: Yes Combine Separate: Duration: 90min Preferred Date: Exam Specifications: TBA Final Exam Yes/No: Yes Combine Separate: Duration: 90min Exam Specifications: TBA COURSE OVERVIEW SESSION TOPICS REQUIRED READINGS OBJECTIVES/ APPLICATION Module 1: Introduction Introduction to the course Nonprofit vs Voluntary vs For Profit vs Government vs Social Enterprise vs All other kinds of organizations A Brief History of Nonprofit and Voluntary Organizations Dimensions of the nonprofit sector in Pakistan Working%20Papers/WP 01.pdf Lewis, Ch 2: Contexts, histories and relevant concepts A review of the history of organizations in general. Understanding the need for and merits of studying Nonprofit organizations. Getting acquainted with the history and concepts of Nonprofit sector management. Understanding how NGO management differs from business management. Module 2: Organizational Environment and Structure Introduction to Management in the Nonprofit sector Understanding Nonprofits Part 1: Context Nonprofit Management as a Profession and a Field of Study Worth Ch 2 Understanding the Nonprofit Sector and Nonprofit Organizations Making sense of the very vast world of not for profit organizations. Learning about the scope, nature and legal status of different kinds of NGOs and other NGO Like organizations. Understanding the theoretical concepts regarding the organizational structure and function of Nonprofits. 5. Understanding Nonprofits Part 2: Key Concepts Stop reading after Goal Displacement Worth Ch 2 Understanding the Nonprofit Sector and Nonprofit Organizations Same as the last session Read the Entire Chapter

5 Guest Speaker session: The Nonprofit Sector in Pakistan Assignment 1 Part 1 Distributed Movie Session Assignment 1 Part 2 Distributed Registering NGOs in Pakistan Lahore University of Management Sciences NGOs in Pakistan Legal Framework for Operating NGOs in Pakistan Linking the conceptual learning from previous sessions to the practical situation in Pakistan through hearing about the Government and Nongovernmental organizations in Pakistan and by interacting with the guest speaker who is very well versed with these sectors. Connecting popular culture with theory is not only an effective and fun way of understanding the application of theory, but is also a postmodern research technique in contemporary Nonprofit management. Same as the last session Module 3: Leadership and Strategic Management 9. Human Resource Management in the Nonprofit Sector Strategic Management of NGOs Worth, Ch 9: Managing paid staff and service volunteers Akhuwat Case Study 1. How do you evaluate the current performance management system at Akhuwat? What are some of its strengths and weaknesses? Discussing the distinct features of managing human resources when there is no financial bottom line to pursue. Understanding how Vision and Mission of an NGO is driven through an NGO s operations Do you think Dr. Saqib s lack of interest in traditional economic and social evaluations in favour of soft impact such as happiness and compassion is a good strategy? What are some of the steps Akhuwat should be taking in order to measure its intended impacts? 11. Guest Speaker Session: Human Resource Management in the Nonprofit Sector 3. Do you think that his confidence about his organisation s sustainability is justified? Same as the last session 12. Guest Speaker: TBA Leadership in NGOs Worth Chapter 4: Nonprofit Governing Boards Understanding the concepts and relevant skills for Nonprofit and Voluntary Organizations

6 13. Leadership in NGOs Innovative Leadership Workbook Technology in NGOs ONLINE VIDEO: Mid term exam 16. Activity for Assignment 2 TED Talk on Unconditional Cash Transfers hould_you_donate_differently/transc ript?language=en Module 4: Performance Management Accountability, Monitoring, Evaluation and Strategy Public and Nonprofit Performance Management Models Developing Performance Indicators The Logical Framework Approach in Action Worth Ch 6: Ensuring accountability and measuring performance Note on M&E Frameworks TIPS on Developing Indicators Note on M&E Frameworks (Revisited) Understanding how nonprofits make strategies and measure performance Understanding the concepts of performance management and monitoring and evaluation Understanding how performance can be measured Practicing the development of M&E Framework Stakeholder Analysis Module 5: Marketing and Financial Management ASP LUMS Brief Note on Stakeholder Analysis Knowing the people involved in the successful operation of your organization Learning about fundraising for voluntary organizations Learning about raising money to create a nonprofit development organization Finding money for your NGO Homer Simpson for Nonprofits 1: Fundraising Finding money for your NGO USAID Application Format 1: Grant writing USAID Guidelines Results Framework Note on M&E Frameworks Learning how to present a monitoring and evaluation framework Critique of Nonprofit and Up to No Good? Voluntary Organizations Group activity for final project 27. Project Presentations 28. Project Presentations TEXTBOOK(S)/SUPPLEMENTARY READINGS Discussing the risks associated with grant funded projects and discussing the critical approaches to NGO interventions in a community Course Pack