MS in Management - Mission Driven Organizations Courses

The MS in Managing Mission-Driven Organizations is a rigorous 36-credit program, with required courses covering project management, fundraising, outcomes & evaluation, financial management, marketing, systems thinking, personal leadership development, and teamwork & collaboration. We have designed the MDO curriculum with reference to the national standards developed by the Nonprofit Academic Centers Council. Electives in topics such as social media strategy, social enterprises, stakeholder communications, working with nonprofit boards, appreciative inquiry and organizational change management give students of varying backgrounds and interests the latitude to customize their course of study. Required, elective, and partner credit courses are listed here, followed by complete course descriptions.

Most of the required MDO classes and electives follow a "blended" model, meaning a mix of face-to-face and online learning. In a 2009 review of research by the US Department of Education, blended learning models were found to be more effective than either wholly face-to-face or wholly online models. Marlboro College Graduate and Professional Studies programs have been committed to blended delivery since the founding of our graduate school in 1997. Learn more at "Evaluation of Evidence-Based Practices in Online Learning: A Meta-Analysis and Review of Online Learning Studies" (Download).

Individualized Study

Students will have the opportunity to tailor their individual course of study in three ways:

  • Choosing three 1-credit special topics elective courses which may include: boards and governance, social media for nonprofits, Google Apps for nonprofits, community organizing, and legal and ethical issues.
  • Nine credits of elective courses chosen from among our many degree offerings.
  • The 5-credit capstone project, in which students solve real-world problems in the context of a real organization.

Required Core Courses (25 Credits)

  • MBAS601 - People and Teams (3 credits)
  • MBAS610 - Needs and Wants (3 credits)
  • MBAS621 - Introduction to Systems Thinking (1 credit)
  • MDO602 - Fundraising and Philanthropy (3 credits)
  • MDO604 - Outcomes and Evaluation (3 credits)
  • MDO605 - Project Management (3 credits)
  • MDO606 - Nonprofit Financial Management for Leaders (3 credits)
  • MDO609 - Capstone I: Planning (2 credits)
  • MDO699 - Capstone II: Implementing (4 credits)

Electives (11 Credits)

The MDO program offers 1-credit elective seminars on relevant nonprofit topics, scheduled in response to student needs. In addition, students may choose elective coursework from our MBA in Managing for Sustainability or our MA in Teaching with Technology.  

MDO Seminars (choose at least 2 credits)

  • Social Media Tools (1 credit)
  • Social Media Strategy (3 credits)
  • Organizational Change Management (1 credit)
  • Working with a Nonprofit Board (1 credit)
  • Strategic Planning (1 credit)
  • Understanding the Nonprofit Sector (1 credit)
  • Appreciative Inquiry (1 credit)

Other Electives (choose 9 credits total)

  • NPM601 - Practicum in Nonprofit Management (prerequisite: Certificate in Nonprofit Management series)
  • MBAS605 - Personal Leadership Development Part I, Part II and Part III (3 x 1 credit)
  • MBAS602 - Stakeholder-Based Communication, Persuasian and Negotiation
  • MBAS607 - Caring for the Human Organization (3 credits)
  • MBAS622 - Applied Systems Thinking (2 credits)
  • MBAS624 - Social and Environmental Enterprises (3 credits)
  • MBAS606 - Managerial Economics (3 credits)
  • MBAS613 - Macroeconomics and Political Economy (3 credits)
  • MAT603 - Web Design and Media Production (3 credits)
  • MAT605 - Digital Research Technologies (3 credits)
  • MAT606 - Legal and Ethical Issues in Educational Technology (1 credit)
  • MAT614 - Facilitating Online Learning (3 credits)
  • MAT616 - Games and Simulation (3 credits)
  • EDU620 - Clear Writing Workshop (1 credit, offered every term)

Partner Courses as Electives: The Vermont Leadership Institute

The Vermont Leadership Institute  is a highly-regarded leadership development program administered by the Snelling Center for Government. Marlboro College Graduate & Professional Studies and the Snelling Center are natural partners, working together to cultivate leaders with a strong moral compass, keen emotional intelligence, tested tools for collaboration, and a smart systems-thinking perspective.

With prior approval of the MDO program chair, VLI associates may earn up to 9 graduate credits through Marlboro College. VLI is a selective cross-sector program that consists of eight overnight sessions totaling nineteen seminar days between September and June. Each in-person day requires approximately 10 hours of preparation outside of class, including readings, community interviews, journaling and other work, for a total of 342 hours of student work.

Students seeking to earn credit through completion of VLI must first be accepted into VLI, and then must complete learning portfolios for MDO631: Emotional Intelligence for Leaders (3 credits); MDO632 Public Policy and Systems Change in Vermont (3 credits); and MDO633 Community, Collaboration and Change (3 credits). These courses count as electives for the MDO program.

Prerequisites

  • A completed BA or BS degree from an accredited college or university.
  • Basic Excel and Powerpoint skills (or equivalent knowledge in Google Apps).

Marlboro College does not recognize the GRE as an indicator of likely success in professional programs and does not require it. Decisions on admission will be based on your transcripts, letters of recommendation and personal essay. The application process and details are available online.

 

Weekend Intensive Schedule

All required master's courses meet for one weekend "intensive" a month, 3 to 4 times per trimester, for a total of 10 months a year, at the Marlboro College Graduate Center in Brattleboro, Vermont. Many of our students commute from afar and choose to spend the entire class weekend in southern Vermont. Intensive weekends may begin with an elective class on Friday followed by a social gathering, a community lunch on Saturday, and advising and community circle time Saturday afternoon. Classes conclude by 4 pm on Sunday to allow for a return commute.

The intensive weekends are listed under our Academic Calendar.

Sample Study Plans

The degree chair works with each student to craft an individualized study plan reflective of the student's interests and needs. You can browse sample study plans online.

 

Course Descriptions

MS Managing Mission-Driven Organizations

Required Courses

MBAS601 - People and Teams

  • 3 credits
  • Taught in Winter
  • This is a required course

People and Teams addresses theory and practice of how individuals and groups act and interact in an organizational context with a focus on distributed and virtual teams. The course draws from research and theories in Organizational Behavior and Positive Psychology to shed light on such human dynamics as motivation, perception, decision-making, and conflict management. It addresses questions such as the following: What makes teams and organizations effective and sustainable? What are the challenges to effective teams and organizations? How can you understand your personal predilections as a team member and organizational player?

MBAS610 - Needs and Wants in a Sustainable Society

  • 3 credits
  • Taught in Fall
  • This is a required course

Defining needs and wants broadly - to include but not remain limited within a conventional marketing perspective - this course examines and works with the practical dimensions of designing, pricing, distributing and informing/persuading stakeholders about a product or service. Includes marketing management and strategy, brands, cause-related marketing, social marketing and critical perspectives on marketing and the consumer society in ecological and globalization contexts, including the life-cycle (LCA) view of products, the bottom-of-pyramid perspective and the notion of sustainable consumption.

Prerequisite: Proficiency in using Power Point

MBAS621 - Introduction to Systems Thinking

  • 1 credit
  • Taught in Spring
  • This is a required course

This course introduces the concepts and tools of systems thinking. Creating sustainability within organizations, businesses and the world requires paradigmatic shifts, and insights into how to effectively create change. Systems thinkers have shown that the effective levers of change are often counter-intuitive, or only become obvious when the mental model which structures them is revealed. This course uses diverse readings and models to develop competence and comfort with systems thinking analysis and prepare students for Applied Systems Thinking.

MDO602 - Fundraising and Philanthropy

  • 3 credits
  • Taught in Winter
  • This is a required course

This course assumes a basic level of understanding of fundraising methods and history, and covers the mechanics of various fundraising techniques as well as the psychological and philosophical underpinnings of the field. It assumes that giving, as well as encouraging others to give, will be an ongoing basis for sustaining work in the nonprofit sector, but will explore the implications of impending political, technological, generational and taxation change. There will be practical instruction and discussion on direct mail, grassroots, major donor, social media, event, and planned gift fundraising, with serious investigation of the human factors that make these successful. There will also be a current events' component of the course, tracking and studying potential change in the motivations for giving, as diverse as the generational transfer of wealth and proposed charitable deduction revisions. Students will be encouraged to follow a specific nonprofit and its fundraising program through the course, either of their own employment or their own charitable interests.

MDO604 - Outcomes and Evaluations

  • 3 credits
  • Taught in Spring
  • This is a required course

This course explores the rationale and methods for setting and assessing measurable outcomes in mission-driven environments. Students will examine the benefits and challenges of establishing program, organizational, and community level outcomes and using metrics to determine "what is better as a result of our efforts?" They will come away with the tools and strategies to set, assess, and use the results of measurable outcomes. The course will use a three-pronged approach: didactic learning about the purpose and techniques of outcome measurement; applied learning, with student teams each working with an organization to develop outcomes and assessment strategies; and sharing and analyzing the experience, deepening students' ability to translate learning to practice.

MDO605 - Project Management

  • 3 credits
  • Taught in Fall
  • This is a required course

Based on the Project Management Body of Knowledge (PMBOK®), this course guides executive directors, event planners and others responsible for the delivery of projects through the agile application of the project management processes. Key topics include project selection and scoping, risk analysis, schedule and budget management, quality planning, team building, and project communication. We will explore methods to adapt standard practices to fit the unique requirements of delivering volunteer-based projects.

MDO606 - Nonprofit Financial Management for Leaders

  • 3 credits
  • Taught in Spring
  • This is a required course

The course will familiarize students with the nonprofit accounting cycle and equip them with knowledge of the processes, and tools necessary for nonprofit directors to manage to mission. Topics will include: financial reporting, budgeting, grant reporting, ratios and analysis, ethics, internal controls, financial policies, the federal Form 990, and financial reporting to boards.

MDO609 - Capstone I: Planning

  • 2 credits
  • Taught in Fall, Winter, Spring
  • This is a required course

Students enroll in Capstone I: Planning in their penultimate trimester. The course offers guidance and support as students plan their response to the problem or opportunity they have identified. Each student completes a project proposal in his or her own website with the support of others in the class, course faculty and their Program Director. Deliverables for this phase include: completion of a comprehensive project proposal document and the first two pages of students individual Capstone websites, and creation and delivery of an elevator pitch  a very brief statement that communicates their Capstone project.

Capstone involves both process and product. Students engage in the process of identifying a problem or opportunity, planning and carrying out a project, and reflecting on their learning. During the two-trimester process, students create products including a completed website, a project deliverable designed to solve the problem or address the opportunity, and an elevator pitch. There is a strong focus on ensuring an agile approach to planning and implementation and on clear, professional communication. Together process and product provide students with a deep learning experience during their last two trimesters at the Graduate School.

MDO699 - Capstone II: Implementing

  • 4 credits
  • Taught in Fall, Winter, Spring
  • This is a required course

Students enroll in Capstone II: Implementing in their final trimester and complete their Capstone project thereby completing a key degree requirement. Supported by an Advisor, students: create the deliverable planned in Capstone I; deliver a formal presentation of his/her project; participate in a conversation about what they have learned doing the Capstone and their course of study; and submit their completed Capstone website, which includes a written Project Summary and Retrospective on Learning. Students Capstones are assessed on a pass/fail basis.

Capstone involves both process and product. Students engage in the process of identifying a problem or opportunity, planning and carrying out a project, and reflecting on their learning. During the two-trimester process, students create products including a completed website, a project deliverable designed to solve the problem or address the opportunity, and an elevator pitch. There is a strong focus on ensuring an agile approach to planning and implementation and on clear, professional communication. Together process and product provide students with a deep learning experience during their last two trimesters at the Graduate School.

Elective Courses

EDU620 - Clear Writing Workshop

  • 1 credit
  • Taught in Fall, Winter, Spring

Writing effectively is essential in every profession. This course focuses on ways to analyze the structure of professional texts and gain practice in discipline-specific professional writing. Students will select a type of writing using a real-world writing task that incorporates all phases of the writing process.

MAT603 - Web Design and Media Production

  • 3 credits
  • Taught in Fall

A foundation course in the delivery of educationally oriented multimedia via the Internet. Students will use a best-of-breed content management system (WordPress) to practice the basic production of educationally oriented text, photos, video, audio and files for download. Students will study and discuss the history of the Internet, Web, current trends, usability, assistive technology, universal design and the analysis, ethics, and effective use of Internet media and software for educational purposes. The final project is the creation of a professional online electronic portfolio in a second authoring platform in Google Sites. E-portfolios are used throughout the EdTech program for final polished work. They are designed to be used after graduation to broadcast one's best work to potential employers and collaborators.

MAT611 - Instructional Design

  • 3 credits
  • Taught in Winter
  • Prerequisites: MAT603 Web Design and Media Production; MAT610 Educational Technology

This course puts into practice the theories learned in Educational Technology. Students will continue to study the different approaches of established instructional systems design models, and the integration of technology into teaching. They will apply one of those models to create a fully functioning instructional unit that successfully resolves a real-world instructional problem. The unit will be usability tested and evaluated to see if learning outcomes were met. Students will then learn how to integrate the unit into an instructional setting, addressing issues such as accessibility, change management and training. This prepares students, both professionally and for their eventual Capstone Project, to implement the analysis, creation and evaluation of a given learning solution that appropriately and effectively integrates technology with teaching. Students will write a final report and present their project and findings.
Prereqs: Educational Technology and Web Design I
or permission of the instructor

MAT614 - Facilitating Online Learning

  • 3 credits
  • Taught in Winter

How do we facilitate online learning so that students are optimally engaged and learning objectives are being met? Participants will integrate their knowledge of learning theory and instructional design to explore best practices for providing content to students online, engaging them in a vibrant learner-centered community and effectively evaluating their learning. Participants will discuss issues specific to courses that are online-enhanced, blended and fully online. Accessibility and learner support will be emphasized. Participants will utilize Moodle to create a learning module that integrates pedagogy with appropriate technologies to engage students in meeting learning objectives. Facilitating Online Learning (FOL) will itself be facilitated as a workshop where participants will take an active role in teaching each other and introducing topics of interest to the class.

MBAS600 - Foundations of Sustainability in Business

  • 3 credits
  • Taught in Winter

This course provides an overview of key concepts, historical perspectives, and state-of-the-art concepts, tools, methods and metrics within Corporate Sustainability Management (CSM), Corporate Social Responsibility (CSR), and environmental management. This introductory business management course is predicated on the assumption that the performance of all organizations must be judged, not only in terms of their financial performance, but also by their non-financial social and environmental performance.

MBAS602 - Stakeholder-Based Communication, Persuasion and Negotiation

  • 3 credits
  • Taught in Spring

The integration of sustainability into business expands the scope of communications beyond the traditional focus of shareholder primacy to encompass all relevant stakeholders. This course teaches students to communicate clearly, receive information discerningly, persuade convincingly, negotiate diplomatically, and report on sustainability in the context of ecological, social, and economic limits and thresholds. Foundational concepts and toolsets include: Stakeholder Theory as articulated by Freeman; Stakeholder Engagement based on AccountAbility 1000 Stakeholder Engagement Standard; Ury & Fishers notion of Principled Negotiation; Lakoffs concept of Cognitive Framing; and Sustainability Reporting guided by the Global Reporting Initiative Sustainability Reporting Framework.

MBAS605.1 - Personal Leadership Development I

  • 1 credit
  • Taught in Spring
  • Prerequisites: MBAS601 People and Teams

Personal Leadership Development is a sequence of four courses that explore ideas and approaches for the development of personal leadership--from personal mastery to the leadership of teams and larger organizations. In the context of reflecting and learning with peers and mentors, the course is organized around the creation of a self-directed personal leadership development plan, including goal and objective setting, progress monitoring, introspection, self-honesty, empowerment, and feedback skills. Students are encouraged to seek mentoring from individuals in sectors, industries, or roles they aspire to be part of or assume.

This first course in the sequence focuses on self-assessment and self-awareness in the personal leadership domain, personal ecology and sustainability, and the emotional intelligence leadership competencies. The prerequisite for this course is People and Teams, taught in Winter. This four-trimester course sequence begins in Spring trimester each year, and must be taken in order.

MBAS605.2 - Personal Leadership Development II

  • 1 credit
  • Taught in Fall
  • Prerequisites: MBAS605.1 Personal Leadership Development I

The second of the four Personal Leadership Development courses explores the realm of self-management, including restorative, contemplative, and productive self-management practices. It also addresses the emotional intelligence leadership domain of self-management and the related competencies of emotional self-control and transparency, hope and optimism, and adaptability and achievement. This four-trimester course sequence begins in Spring term each year, and must be taken in order.

MBAS605.3 - Personal Leadership Development III

  • 1 credit
  • Taught in Winter
  • Prerequisites: MBAS605.2 Personal Leadership Development II

The third of four Personal Leadership Development courses considers the emotional intelligence domain of social awareness and the related competencies of empathy and service to others, organizational awareness, and matching personal values to organizational strategies. It offers skill-building in coaching, listening, and communication techniques to use in challenging situations. This four-trimester course sequence begins in Spring each year, and must be taken in order.

MBAS606 - Managerial Economics

  • 3 credits
  • Taught in Fall

An introduction to the fundamentals of managerial economics, focusing on microeconomics, with three primary objectives: providing an understanding of the conventional (neoclassical) microeconomic model and how this model relates to business decision-making; providing a critique of the neoclassical model, discussing Ecological Economics, and presenting a more heterodox view of economics; and exercising a variety of analytical skills that are useful for economic analysis as well as managerial decision-making. The course will cover basic economic relationships, focusing on analysis at the margin; supply and demand theory; production theory; capital theory; profit maximization and cost minimization; firm structure; and types of markets. The critical aspect of the class will both consider how the neoclassical model becomes unrealistic, and therefore of limited value, and how the model is problematic in terms of sustainability. Substantially different economic paradigms will be explored.

Pre-requisite: Successful completion of GMAT online (http://www.gmatbusinessready.com) quantitative skills module.

MBAS607 - Caring for the Human Organization

  • 3 credits
  • Taught in Fall
  • Prerequisites: MBAS601 People and Teams

A caring human organization accepts responsibility for its sustainability impacts within the workforce, on the larger community, and on the environment. It strives to create alignment among a) organizational values, purpose, and strategy, b) the way its employees are engaged and managed, and c) the consequences of its operations for social, economic, and ecological sustainability. The emphasis in this course is on designing, measuring, and managing effective human organizational systems that motivate, engage and effectively deploy the workforce to deliver on the organizations sustainability strategy. In particular, we will explore how human resource management systems (e.g., staffing, rewards, performance appraisal, training), as well as organizational transformation strategies, can be used to support a flourishing and high performance mission-driven organization.

MBAS613 - Macroeconomics and Political Economy

  • 3 credits
  • Taught in Winter

In this course, the economics of individuals, households, firms, and other actors are considered in the context of regional, national, and global economies. The uses and limitations of conventional macroeconomic theory in these larger contexts are examined. Ecological Economic and Heterodox Economic Paradigms will be considered. Business cycles, monetary and fiscal policies, the role(s) of the governments, trade, economic globalization, and long-term sustainability are analyzed from both a practical standpoint (i.e., one of pragmatic relevance to investors, managers, and entrepreneurs) and a critical standpoint, using such alternative frames as ecological economics, political economy, critiques of globalization, and social and economic justice.

Pre-requisite: Successful completion of GMAT online (http://www.gmatbusinessready.com) quantitative skills module.

MBAS614 - New Venture Creation

  • 3 credits
  • Taught in Spring
  • Prerequisites: MBAS600 Foundations of Sustainability in Business; MBAS606 Managerial Economics; MBAS610 Needs and Wants in a Sustainable Society; MBAS607 Caring for the Human Organization; MBAS615 Finance II: Corporate Finance and Sustainable Capital Management; MBAS605.3 Personal Leadership Development III; MBAS604.3 Exploring Sustainability III; MBAS622 Applied Systems Thinking

This course serves as an introduction to the nature of entrepreneurial endeavor, and the skills and insight required to successfully develop and manage entrepreneurial ventures. In particular, we will look at the role of entrepreneurship as a culture changing activity, and how entrepreneurial ventures can serve as change agents for sustainability. It will also be an opportunity to explore the use of traditional entrepreneurial skills in non-traditional or innovative contexts with respect to sustainability. Entrepreneurial ventures are typically successful team efforts. The course will be organized around entrepreneurial teams, each working to develop and launch a new venture. The venture can be a for-profit, non-profit, a social enterprise or other hybrid, or a corporate venture or other form of intrapreneurship. Ideally, the organizational spark for the teams will come from ideas brought by students. Teams will develop a complete business plan and related presentation materials. In short, we will work towards forming actual businesses in the course of the trimester. We will use the tools of collaborative teamwork, business plan development and the presentation as key forums for exploring the entrepreneurial dynamic. We will also to use this as an ongoing forum to discuss the role of entrepreneurial endeavor in sustainable practice.

MBAS617 - Law, Formal Regulation, and Civil Governance

  • 3 credits
  • Taught in Winter

This course explores formal systems created by humans to govern society, especially its economic and resource dimensions. Law, civil governance, and policy are studied and analyzed in relation to private property, public goods and the commons, business and market efficiency, social justice, and sustainability. Basic concepts of business law, environmental and natural resource law, and tort law are surveyed. The emerging civil governance regime, pertaining to environmental, Corporate Social Responsibility (CSR), and sustainability objectives, is explored, and its power analyzed in relation to binding state laws and regulations.

MBAS620 - Sustainable Strategy

  • 3 credits
  • Taught in Fall
  • Prerequisites: MBAS600 Foundations of Sustainability in Business; MBAS606 Managerial Economics; MBAS610 Needs and Wants in a Sustainable Society; MBAS607 Caring for the Human Organization; MBAS615 Finance II: Corporate Finance and Sustainable Capital Management; MBAS605.3 Personal Leadership Development III; MBAS604.3 Exploring Sustainability III; MBAS622 Applied Systems Thinking

The Sustainable Strategy course concerns the strategic management process and the tough choices managers in for-profit, nonprofit and hybrid organizations have to make about the future. It concerns strategic thinking about purpose, strategic intent and planning, as well as strategy implementation and change in times of turbulence. The course explores why and how key strategic decisions are made and implemented in organizations, within both conventional and sustainability contexts. Strategy frameworks for application in business and other organizational contexts are explored, as well as generic models used to develop and apply strategy. An application of the strategy "toolkit," especially the use of the business model canvas and strategy mapping, are combined with development of consulting skills, which are of significant importance to successful outcomes. Consulting skills are taught and then applied through assignments with real organizations to generate insights and useful recommendations on strategic projects identified by clients.

MBAS622 - Applied Systems Thinking

  • 2 credits
  • Taught in Fall

In order to make transformational, lasting change that makes a positive difference, organizations need to help steer the systems they are embedded in: they need to apply systems thinking. This course will give students the opportunity to apply the basic concepts of systems thinking through a practical project-based hands on approach. They will learn how to apply simple, yet powerful, systems thinking tools and processes to facilitate learning and steer change.

MBAS623 - Introduction to Social Enterprise

  • 1 credit
  • Taught in Winter

This course examines the structures that social and environmental enterprises currently use to accomplish their missions -nonprofit organizations, traditional for profits, L3Cs, B Corporations, cooperatives and other business forms that place Planet and People ahead of, or on an equal footing with Profit. The course contemplates the advantages and disadvantages of using these forms to accomplish these missions, how they should be adopted or modified, and whether society should devise other structures to further these missions. In a full-day workshop, students will be introduced to a taxonomy of social enterprises and will hear from a panel of individuals who have been involved in the launch of a range of innovative business models. They will then undertake a group project in which they explore financing options for an alternative business model. In a final session, students will present their projects and reflect on their learnings.

MDO616 - Nonprofit Seminar

  • 1 credit
  • Taught in Fall, Winter, Spring

Short topic courses covering various aspects of nonprofit management and mission driven organizations.

MDO617 - Cross Campus Seminar

  • 3 credits
  • Taught in Winter

Cross campus seminar class

MDO618 - General MDO elective

  • 3 credits
  • Taught in Fall, Winter, Spring

This is a 3 credit elective class on pertinent topics for the Mission Driven Organizations program.

MDO626 - Independent Study

  • Variable credits

Independent Study

MHCA642 - Issues in Ethics for Healthcare

  • 3 credits
  • Taught in Spring

This course explores and analyzes the interrelationships among stakeholders in the healthcare industry. The moral implications of the healthcare organization and its decisions are explored with respect to their social effects, and the tension that exists between achieving desirable outcomes and attending to the means by which they are achieved. Topics include: theories of morality; analysis of ethical decision-making; interaction and conflicts among personal, professional, and organizational values; the effect of cultural diversity on individual and group values; current issues; and the impact of ethical considerations on healthcare organizations. Individual and collective choice, and how they figure in the management of competitive environments and the organization's position on contemporary moral issues will be explored.

MHCA647 - Legal Issues in Healthcare

  • 3 credits
  • Taught in Spring

The purpose of this course is to examine the background, foundation and ethical aspects of the United States legal system and the role of the legal and political environment as it affects the health care industry. Topics include: liability, negligence, taxation, antitrust, compliance and emergency care. This course will examine contemporary issues affecting the industry and local facilities.

NPM600 - Certificate in Nonprofit Management

  • Variable credits
  • Taught in Fall

This intensive four-month series offers nonprofit leaders and staff the opportunity to gain and refine the essential skills needed to strengthen their organizations and achieve their missions. The Certificate course provides immediately-applicable training in all the core competencies of nonprofit management. It is intended for people who want to make a serious investment in their not-for-profit careers.

NPM601 - Nonprofit Management Practicum

  • 3 credits
  • Taught in Fall, Winter
  • Prerequisites: NPM600 Certificate in Nonprofit Management

MDO students will expand on learning from the Certificate in Nonprofit Management by enrolling in a required 3-credit online class called the Nonprofit Management Practicum. Students may enroll in the practicum concurrently with the Certificate or at any time after completing the Certificate.

While enrolled in the practicum, students will create a portfolio which synthesizes learning from three of the Certificate modules. The instructor will work one-on-one with each student regarding their portfolio design. The portfolio will have three components:

* Brief annotated resource list, describing 3 useful resources for your topic (could be books, articles or websites)
* Written analysis which synthesizes learning from the face-to-face Certificate workshop and your additional resources, and considers that learning in the context of a real-world situation (for example, your own nonprofit organization). The conclusion of this paper will be an action plan describing how you will apply this learning to a real-world problem.
* A project in which the student applies the learning to a real-world problem. Each student's project will be unique and will arise out of a particular real-world situation. Examples might include: a new model for meeting facilitation, a board orientation handbook, a fundraising Youtube video or a 3-year marketing strategy.