Type of Credit: Elective
Credit(s)
Number of Students
Since the latter part of the last centenary, non-profit organizations (NPOs) have played an important role in social problem alleviation and social enrichment. In particular, NPOs are often deployed to plug the gaps in the welfare market that the state and market have failed to fill. For this reason, NPOs are increasingly contributing more to people’s well-being than previously, thus implying that this particular sector will become a key player in helping professionals to pursue their career goals. Having acknowledged the prominence of NPOs as vital welfare providers, this seminar aims to introduce students to important knowledge needed by practitioners and researchers in this field.
In order to integrate theory and practice, the module has been designed with three features as follows. First, it begins with a theoretical discussion as to why NPOs have gained the upper hand in welfare provision in recent decades and how the new welfare mix might differently impact sectoral stakeholders. The course then focuses on valuable tools and skills in managing today’s NPOs. In particular, the so-called 5 M analytical framework will be presented to consider the five core tasks undertaken by NPOs for their maintenance: mission, money, membership, markets, and measurement. Third, special topics about recent NPO development will be considered, including advocacy, social enterprise, and poverty alleviation. Finally, based on the theoretical part, students will be required to develop their management case study and deal with issues relating to the five core tasks.
能力項目說明
1. Examine the history and scope of the nonprofit sector, both globally and within Taiwan;
2. Understand and describe the basic legal and regulatory environment in which charitable nonprofit organizations operate in Taiwan;
3. Develop an in-depth understanding of contemporary theories of NPOs, including those applicable to the Taiwanese scenario;
4. Explore the changing relationship between the non-profit, private, and public sectors;
5. Learn and apply management knowledge to NPOs, such as fund development, social marketing, volunteer management, and program evaluation.
| 教學週次Course Week | 彈性補充教學週次Flexible Supplemental Instruction Week | 彈性補充教學類別Flexible Supplemental Instruction Type |
|---|---|---|
Course schedule and assignments
|
Week |
Date |
Topic |
|
1 |
2/21 |
Introduction |
|
Theory |
||
|
2 |
2/28 |
228 Peace Memorial Day |
|
3 |
3/6 |
Conceptual definition and historical development of NPOs 非營利組織概念定義與發展 （Salamon & Anheier, 1992; Kuan, Duh & Wang, 2010） |
|
4 |
3/13 |
The government-nonprofit relationship 政府與非營利部門之關係模式 （Jacklin-Jarvis, 2015; Young, 2000） |
|
Management practice |
||
|
5 |
3/20 |
Mission 使命 （Oster, Ch. 2） |
|
6 |
3/27 |
Membership (I): Board and leadership 董事會與執行長 （Oster, Ch. 6; Worth, Ch. 4） |
|
7 |
4/3 |
NCCU Sports Day 2024 |
|
8 |
4/10 |
Membership (II): Human resources and volunteer management 專職人員與志工管理工作 （Weisberg & Dent, 2016; Lee, 2019） |
|
9 |
4/17 |
Money: Fundraising and financial accountability 募款 （Worth, Ch. 11; Bekkers & Wiepking, 2011） |
|
10 |
4/24 |
Market: Marketing and communication （Worth, Ch. 11; Bennett, 2008） 行銷與溝通 * Take home essay submission |
|
11 |
5/1 |
Measurement: Service accountability 責信與績效管理 （Worth, Ch. 6; Williams & Taylor, 2013） |
|
Special Topics |
||
|
12 |
5/8 |
Advocacy and lobbying 倡議與遊說 （Arvidson et al., 2018; Steven & Pekkanen, 2012） |
|
13 |
5/15 |
Field visit to Nonprofit organization (A) |
|
14 |
5/22 |
Social entrepreneurship: East and West 社會企業家（東西方比較） （Kerlin, 2006; Bidet. & Defourny, 2019; 徐沛然, 2018） |
|
15 |
5/29 |
The future of voluntary organization 非營利組織的發展前景 （Ferris, 2016; von Schnurbein, 2018; 阿南德‧葛德哈拉德斯, 2020） |
|
16 |
5/29 |
Presentation |
|
17 |
6/8 |
Drafting final report |
|
18 |
6/15 |
Final report submission |
Course requirements
(1) Class participation and weekly discussion questions: as a small seminar, class participation is vital to the success of this course. To this end, I will be keeping track of who comes to class and how much they contribute, which will be factored into the final grade. To help foster discussion, I would like you to email to me a set of questions each week that the reading raised for you, which might be useful for the class to discuss.
(2) One take-home essay exam: I will post the questions on a set date and you will have 120 hours to complete this essay. You can choose the period during which you would like to write the essay. When ready, you will need to log into the module system and click on the exam (under the testing tab) and I will be able to see when you have downloaded it. This means you should not download the exam until you are ready to take it, as the clock will be ticking from the time you first click on it.
(3) One short research paper: This paper is for you to develop your interest in a particular area of nonprofit management. The paper should be 12-15 pages long and examine an aspect of NPOs in another country (or countries) or otherwise, consider a Taiwanese NPO from a comparative perspective. Everyone should meet with me once during the semester to discuss their topic. We will discuss the paper on the first day of class and collectively set a due date. Detailed specifications about the paper (length, font, citations, etc.) have been posted with the module.
Assessment
-- Discussion questions and class participation: 30%
-- One take-home exam: 20%
-- Research paper: 50%
本課程無涉及AI使用。
Book Chapters
Oster, S. M. (1995). Strategic management for nonprofit organizations: Theory and cases, Oxford: Oxford University Press.
Worth, M.J. (2014). Nonprofit Management: Principles and Practice. London: Sage.
徐沛然 （2018） 。社企是門好生意？社會企業的批判與反思。台北：時報出版。
阿南德‧葛德哈拉德斯 著，吳國卿 譯（2020）。贏家全拿：史上最划算的交易，以慈善奪取世界的假面菁英。台北：聯經出版社。
Journal papers
Arvidson, M., Johansson, H. & Scaramuzzino, R. (2018). Advocacy Compromised: How Financial, Organizational and Institutional Factors Shape Advocacy Strategies of Civil Society Organizations. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 29(4), 844-856.
Bekkers, R., & Wiepking, P. (2011). Who gives? A literature review of predictors of charitable giving part one: Religion, education, age and socialisation. Voluntary Sector Review, 2(3), 337-365.
Bennett, R. (2008). Marketing of Voluntary Organizations as Contract Providers of National and Local Government Welfare Services in the UK. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 19(3), 268-295.
Bidet, E. & Defourny, J. (2019) “Introduction: The Rising Interest for Social Enterprise in Asia”, in Bidet, E. & Defourny, J. (eds) Social Enterprise in Asia – Theory, Models and Practice, New York and London: Routledge, pp. 1-13.
Ferris, J. M. (2016). Is this a new golden age of philanthropy? an assessment of the changing landscape. Voluntary Sector Review, 7(3), 315-324.
Jacklin-Jarvis, C. (2015). Collaborating across sector boundaries: A story of tensions and dilemmas. Voluntary Sector Review, 6(3), 285-302.
Jindra, M., & Jindra, I. W. (2016). Poverty and the Controversial Work of Nonprofits. Society, 53(6), 634-640.
Jou, Y-H., Huang, Y-Y., & Chen, H-N. (2005). Applying Relationship Marketing Strategies to Donors of Non-profit Organization: The Case of Social Welfare Charitable. Marketing Review, 2(1): 5-31.
Kerlin, J. A. (2006). Social Enterprise in the United States and Europe: Understanding and Learning from the Differences. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 17(3), 247-263.
Kuan, Y-Y., Duh, C-R., & Wang, S-T. (2010). A Portrait of the Distinguishing Features of Taiwan Nonprofit Sector: Data Analysis on the Partial Findings of a Nationwide Survey. Journal of Public Administration, 37, 111-151.
Lee, Y-J. (2019). Variations in Volunteer Use among Human Service Organizations in the USA. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 30(1), 208-221.
Parsell, C., Clarke, A., & Perales, F. (2021). Charity and Poverty in Advanced Welfare States. Routledge.
Salamon L.M., & Anheier, H.K. (1992). In search of the non-profit sector. I: The question of definitions. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 3, 125-151.
Salamon, L.M., & Anheier, H.K. (1998). Social origins of civil society: Explaining the nonprofit sector cross-nationally. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 9, 213-248.
Steven, R. S., & Pekkanen, R. (2012). Revisiting advocacy by non-profit organisations. Voluntary Sector Review, 3(1), 35-49.
von Schnurbein, G., Perez, M., & Gehringer, T. (2018). Nonprofit Comparative Research: Recent Agendas and Future Trends. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 29(3), 437-453.
Weisberg, M., & Dent, E. (2016). Meaning or money? non-profit employee satisfaction. Voluntary Sector Review, 7(3), 293-313.
Williams, A. P., & Taylor, J.A. (2013). Resolving Accountability Ambiguity in Nonprofit Organizations. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 24(3), 559-580.
Young, D.R. (2000). Alternative models of government-nonprofit sector relations: Theoretical and international perspectives. Nonprofit and voluntary sector quarterly, 29, 149-172.